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STRATEGY‐MAKING IN CONTEXT: TEN EMPIRICAL ARCHETYPES
Author(s) -
Miller Danny,
Friesen Peter H.
Publication year - 1977
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.1977.tb00365.x
Subject(s) - archetype , bivariate analysis , contingency , contingency theory , context (archaeology) , style (visual arts) , empirical research , knowledge management , psychology , social psychology , sociology , computer science , epistemology , art , history , philosophy , literature , archaeology , paleontology , machine learning , biology
A more encompassing form of contingency theory is proposed to study organizations and their decision‐making behaviour. Instead of looking at bivariate relationships between environmental, organizational, and decision‐ making style variables, it is suggested that researchers attempt to find a number of causal models which represent archetypal, or frequently occurring relationships amongst a broad host of such variables. In this manner, relationships are qualified by their context and a more complete picture of organizational functioning emerges. A methodology for isolating archetypes is presented and we discuss some findings which portray strategy making behaviour under different environmental and organizational states.