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Organizational Structure, Environment and Performance: The Role of Strategic Choice
John Child
London Graduate School of Business Studies
This paper critically examines available theoretical models which have been derived from statistically established patterns of association between contextual and organizational variables. These models offer an interpretation of organizational structure as a product of primarily economic constraints which contextual variables are assumed to impose. It is argued that available models in fact attempt to explain organization at one remove by ignoring the essentially political process, whereby power-holders within organizations decide upon courses of strategic action. This `strategic choice' typically includes not only the establishment of structural forms but also the manipulation of environmental features and the choice of relevant performance standards. A theoretical re-orientation of this kind away from functional imperatives and towards a recognition of political action is developed and illustrated in the main body of the paper.
Sociology, Vol. 6, No. 1,
1-22 (1972)
DOI: 10.1177/003803857200600101
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417 - 456.
[Abstract]
[PDF]
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M. Boisot and J. Child
Organizations as Adaptive Systems in Complex Environments: The Case of China
Organization Science,
May 1, 1999;
10(3):
237 - 252.
[Abstract]
[PDF]
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B. McKelvey
Avoiding Complexity Catastrophe in Coevolutionary Pockets: Strategies for Rugged Landscapes
Organization Science,
May 1, 1999;
10(3):
294 - 321.
[Abstract]
[PDF]
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J. A. Wagner III and L. van Dyne
The Large Introductory Class as an Exercise in Organization Design
Journal of Management Education,
April 1, 1999;
23(2):
123 - 142.
[Abstract]
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A. L. Molinsky
Sanding down the Edges: Paradoxical Impediments to Organizational Change
Journal of Applied Behavioral Science,
March 1, 1999;
35(1):
8 - 24.
[Abstract]
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R. J. Martinez and M. T. Dacin
Efficiency Motives and Normative Forces: Combining Transactions Costs and Institutional Logic
Journal of Management,
February 1, 1999;
25(1):
75 - 96.
[Abstract]
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G. A. N. Vissers
Studying Organizational Dynamics
Simulation Gaming,
December 1, 1998;
29(4):
409 - 419.
[Abstract]
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A. Z. Kondra and C. R. Hinings
Organizational Diversity and Change in Institutional Theory
Organization Studies,
September 1, 1998;
19(5):
743 - 767.
[Abstract]
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G. Delmestri
Do All Roads Lead to Rome... or Berlin? The Evolution of Intra- and Inter-organizational Routines in the Machinebuilding Industry
Organization Studies,
July 1, 1998;
19(4):
639 - 665.
[Abstract]
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J. A. Stevens and T. Slack
INTEGRATING SOCIAL ACTION AND STRUCTURAL CONSTRAINTS: Towards a More Holistic Explanation of Organizational Change
International Review for the Sociology of Sport,
June 1, 1998;
33(2):
143 - 154.
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C. V. Brown and S. L. Magill
Reconceptualizing the Context-Design Issue for the Information Systems Function
Organization Science,
March 1, 1998;
9(2):
176 - 194.
[Abstract]
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M. A. Hitt, J. Gimeno, and R. E. Hoskisson
Current and Future Research Methods in Strategic Management
Organizational Research Methods,
January 1, 1998;
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[Abstract]
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