Strategy and organization: week 5: organization and context (context of
strategy)
General information from lectures
Keywords
Context, formal and informal institutions
Institutional hazardous, CD, contextual distance
Simple versus complex context
Stable versus dynamic context
Horizontal versus vertical MNEs
Global versus local integration and responsiveness
Fit, alignment, configurations
Matrix, de-centralization, hierarchy SBU-HQ
Context: configuration approaches
Strategic management is about aligning various organizational and
environmental elements so that they form consistent grouping. Relevant
elements: strategy, technology, structure, processes, type of environment etc.
Groupings that show perfect alignment (fit) → configurations (likely to perform
best)
Contingency approach: ‘It all depends”… structure should reflect the structure
of the organization
Configuration approach: elements of organizational design logically configure
into internal consistent groupings that match the situation → there is more
(theory) to the “it all depends” approach
Entry mode choices:
, Strategic alliances (contractual and equity)
strategy)
General information from lectures
Keywords
Context, formal and informal institutions
Institutional hazardous, CD, contextual distance
Simple versus complex context
Stable versus dynamic context
Horizontal versus vertical MNEs
Global versus local integration and responsiveness
Fit, alignment, configurations
Matrix, de-centralization, hierarchy SBU-HQ
Context: configuration approaches
Strategic management is about aligning various organizational and
environmental elements so that they form consistent grouping. Relevant
elements: strategy, technology, structure, processes, type of environment etc.
Groupings that show perfect alignment (fit) → configurations (likely to perform
best)
Contingency approach: ‘It all depends”… structure should reflect the structure
of the organization
Configuration approach: elements of organizational design logically configure
into internal consistent groupings that match the situation → there is more
(theory) to the “it all depends” approach
Entry mode choices:
, Strategic alliances (contractual and equity)
