Article1994

High and low levels of organizational adaptation: An empirical analysis of strategy, structure, and performance

215 citations0/0 files storedStrategic Management Journal

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Organizational Management and Leadership Innovation and Knowledge Management Management and Organizational Practices

Abstract

Abstract In this study, we have examined high and low levels of organizational adaptation to environmental change by analyzing strategy, structure, and performance relationships. Our results indicate that organizations with particular levels of adaptation tend to have specific strategy‐structure arrangements which yield certain performance results. Organizations with an optimum strategy‐structure match tend to have higher performances. Implications for future research in organizational adaptation are discussed.

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References

1951Coefficient Alpha and the Internal Structure of Tests 2011External Control of Organizations: Resource Dependence Perspective 1979The Social Psychology of Organizations.1986Research in Organizational Behavior.1969The social psychology of organizing 1957The Measurement of Meaning 1979The External Control of Organizations: A Resource Dependence Perspective 1977The Population Ecology of Organizations

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