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• W1837558108 abstract "This is a comparative study of strategy formation in Irish complexorganisations. Four organisations were chosen for study which arerepresentative of the four main types of organisation to be found inthe Irish economy,a state agency,a public limited company,a state-ownedentreprise and a producer cooperative. The approach taken in thisresearch is multi-level and contextual,an approach which is still veryrare in organisational studies. Insight is sought through intensive,longitudinal study of the four organisations over their whole lifehistories. The central thrust of the inquiry is the empiricalexamination of how situational context and autonomous organisationalbehaviour influence organisational strategy and of how these twoelements interact. The context - strategy formation link,in particular,is under-explored in the strategy literature. The small nationalcontext facilitates the development of a multi-level perspective onthe interaction of situational context and organisational actionthat includes the national,industry and organisational levels ofanalysis. It also throws the context-organisation interrelationshipinto greater relief than would be possible through using a similar research design in a much larger national context.The empirical analysis identifies SITUATIONAL CONTEXT,ORGANISATIONALLEADERS and ORGANISATIONAL HISTORY as the three main elementsin strategy formation. It isolates and empirically analyses FIVEimportant CONTEXTUAL FACTORS that shape strategy,and provides agreater elaboration of the contextual influences on organisationalaction than that to be found in much of the organisational literature,where the environment of organisations tends to be viewed ashomogeneous and residual. It also reveals that the contextual influenceson organisational action often arise from INTER-LINKING PROCESSES OFSOCIAL VOLITION across multiple levels of social and economic structureand it examines the nature of these processes. In this way the studygoes beyond the predominant conception of contextual influencesas 'impersonal forces', a perspective on situational context that alsopredominates in the organisational literature. The study also providesa FRESH PERSPECTIVE ON the role of LEADERSHIP in strategy formation.It deflects attention away from the predominant pre-occupationin the leadership literature with the personality and personalattributes of the leader. Leadership effectiveness is also seento be related to the ongoing processual dynamics of leading(i.e. toongoing performance and the maintenance of credibility over time) and tothe nature of the historical challenge presented to individual leadersby situational context and organisational history. A classification ofleaders in terms of their historical roles is developed and offered as auseful way of organising future research into the leadership phenomenon.The study then develops,from the data and the analysis,a modelof organisational development,based on the concept of ORGANISATIONALCAREER,which is more existential and less deterministic than thatbased on the life cycle analogy. These insights are finally synthesisedinto A RELATIONAL MODEL OF STRATEGY FORMATION and the study endswith an assessment of the utility of this model,and of the relatedfindings, for future research and practice." @default.
• W1837558108 created "2016-06-24" @default.
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• W1837558108 date "1988-11-01" @default.
• W1837558108 modified "2023-09-23" @default.
• W1837558108 title "Strategy formation in Irish complex organisations" @default.
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