Towards an organic perspective on strategy

Abstract

Abstract The strategy field's core issues—the concept of strategy, causal models relating strategy to other constructs, and models of strategic management and choice—have been previously addressed by two key progressions. The mechanistic perspective based on disciplinary‐based theories, the design model, and a view of strategy as a planned posture, has provided a unified view, but a narrow and increasingly less pertinent one. The advent of organic developments that included strategy process research, evolutionary and process models, and interactive and integrative views, has provided richness and pertinence, but not a unified perspective. These two progressions marked an epistemological shift from mechanistic to organic assumptions: from discrete to incessant time, from directional to interactive flow, and from differentiated to integrated constructs and models. Building on this shift, this paper proposes an organic perspective that combines the insights and coherence of the mechanistic perspective with the more relevant organic ideas. It makes use of the organic assumptions to advance a view of strategy as an adaptive coordination, introduce the Organization–Environment–Strategy–Performance (OESP) integrative theoretical model, and present an organic model of strategic management. The organic perspective provides a basis for an upgraded, more unified, and better‐attuned view on strategy's core issues. Copyright © 2002 John Wiley & Sons, Ltd.

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