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Strategic Choice: A Theoretical Analysis

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  • John R. Montanari

Abstract

The problem of which organization structure is most appropriate for current business conditions has perplexed managers for decades. Several management theorists have proposed that modifications of the firm's structural design were in response to changes in the organization's context. Recently, Child2 suggested that senior executives in the firm may have the discretion to strongly influence their organization unit's structure. This paper discusses the development of a contingency theory of structural determination which incorporates strengths of past theories, managerial discretion, fourteen dimensions of structure, and organizational effectiveness. It also reports on preliminary research which supports the importance of managerial discretion in the structural determination process.

Suggested Citation

  • John R. Montanari, 1979. "Strategic Choice: A Theoretical Analysis," Journal of Management Studies, Wiley Blackwell, vol. 16(2), pages 202-221, May.
    • Handle: RePEc:bla:jomstd:v:16:y:1979:i:2:p:202-221
    DOI: 10.1111/j.1467-6486.1979.tb00383.x
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    Cited by:

    1. Henrik Bresman & Mary Zellmer-Bruhn, 2013. "The Structural Context of Team Learning: Effects of Organizational and Team Structure on Internal and External Learning," Organization Science, INFORMS, vol. 24(4), pages 1120-1139, August.
    2. Daniele Tumidei & Constantinos Alexiou & Michael Bourne, 2021. "A choice and inevitability framework in strategic management: empirical evidence of its real-life existence," Review of Managerial Science, Springer, vol. 15(6), pages 1729-1766, August.

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