STRATEGY‐MAKING IN CONTEXT: TEN EMPIRICAL ARCHETYPES

STRATEGY‐MAKING IN CONTEXT: TEN EMPIRICAL ARCHETYPES A more encompassing form of contingency theory is proposed to study organizations and their decision‐making behaviour. Instead of looking at bivariate relationships between environmental, organizational, and decision‐ making style variables, it is suggested that researchers attempt to find a number of causal models which represent archetypal, or frequently occurring relationships amongst a broad host of such variables. In this manner, relationships are qualified by their context and a more complete picture of organizational functioning emerges. A methodology for isolating archetypes is presented and we discuss some findings which portray strategy making behaviour under different environmental and organizational states. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

STRATEGY‐MAKING IN CONTEXT: TEN EMPIRICAL ARCHETYPES

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Publisher
Wiley
Copyright
Copyright © 1977 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1977.tb00365.x
Publisher site
See Article on Publisher Site

Abstract

A more encompassing form of contingency theory is proposed to study organizations and their decision‐making behaviour. Instead of looking at bivariate relationships between environmental, organizational, and decision‐ making style variables, it is suggested that researchers attempt to find a number of causal models which represent archetypal, or frequently occurring relationships amongst a broad host of such variables. In this manner, relationships are qualified by their context and a more complete picture of organizational functioning emerges. A methodology for isolating archetypes is presented and we discuss some findings which portray strategy making behaviour under different environmental and organizational states.

Journal

Journal of Management StudiesWiley

Published: Oct 1, 1977

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