Strategic Organisation: An Integrative Strategy Making Model

Key aspects of organizational structure are intricately linked to the way strategy making processes modify available resources and develop firm capabilities over time in response to changing conditions. Environmental contingency rationales suggest that hierarchical organizations with centralized decisions relate to stable business settings while autonomous organizations with a decentralized decision structure apply to dynamic environments. In this paper, we investigate the relative performance of these exemplar strategy making modes and various integrative models that combine the two and include elements of planning and control, communication and coordination.