Organizational environments and performance
Attempts to conceptualize and evaluate the relationship between organizational environments and performance have a venerable history within organization theory. In the early work of contingency theorists, for example, it was claimed that managers made strategic choices based on the assessment of the environmental conditions faced by their organization, which in turn, had major implications for organizational outcomes (Chandler 1962; Child 1973). This argument was later refined by scholars, such as Miles and Snow ( 1978), to suggest that organizational performance was dependent on the adoption of a consistent strategy for aligning an organization with its environment. In its most extreme form, the contingency perspective implies that organizations failing to achieve environmental alignment will cease to exist (see Hannan and Freeman 1989). As these arguments about the environment-performance relationship have evolved, so too have debates about the best way to conceptualize and measure organizational environments. Amongst the many frameworks for classifying organizational environments that have been advanced by organizational theorists (e.g. the “Five Forces” model, Porter 1980; Political Economic Social Technological Environmental and Legal analysis, Johnson and Scholes 2002), a strong consensus amongst management scholars has emerged around the validity and applicability of Dess and Beard’s ( 1984) framework for analysing organizational environments (see Boyd and Gove 2006; Harris 2004).
Organizational environments and performanceAttempts to conceptualize and evaluate the relationship between organizational environments and performance have a venerable history within organization theory. In the early work of contingency theorists, for example, it was claimed that managers made strategic choices based on the assessment of the environmental conditions faced by their organization, which in turn, had major implications for organizational outcomes (Chandler 1962; Child 1973). This argument was later refined by scholars, such as Miles and Snow ( 1978), to suggest that organizational performance was dependent on the adoption of a consistent strategy for aligning an organization with its environment. In its most extreme form, the contingency perspective implies that organizations failing to achieve environmental alignment will cease to exist (see Hannan and Freeman 1989). As these arguments about the environment-performance relationship have evolved, so too have debates about the best way to conceptualize and measure organizational environments. Amongst the many frameworks for classifying organizational environments that have been advanced by organizational theorists (e.g. the “Five Forces” model, Porter 1980; Political Economic Social Technological Environmental and Legal analysis, Johnson and Scholes 2002), a strong consensus amongst management scholars has emerged around the validity and applicability of Dess and Beard’s ( 1984) framework for analysing organizational environments (see Boyd and Gove 2006; Harris 2004).
การแปล กรุณารอสักครู่..