ORGANISATIONAL HIERARCHY AND CORPORATE STRATEGY: A MODIFICATION OF THE NORMATIVE MODEL

Abstract

The potential for new insight from inter‐discipiinary research in strategic management research has been widely acknowledged (e.g., Pennings, 1985; Linstone, 1984; Meyer, 1984; Jemison, 1981). Jemison (1981) has commented particularly on the importance of exploring the interactions among “…problems found in the content of strategy and problems found in the processes of formulating and implementing strategy…”. More recently, Ackoff (1987) has advocated research that addresses the problem of the “interaction of strategic behaviour with the configuration and dynamics of the organisation.”

Citation

Singer, A.E. and Oral, M. (1988), "ORGANISATIONAL HIERARCHY AND CORPORATE STRATEGY: A MODIFICATION OF THE NORMATIVE MODEL", Management Research News, Vol. 11 No. 6, pp. 10-18. https://doi.org/10.1108/eb027995