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A Conceptual Basis for Relating Strategy and Environment
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analysis Broad Factors Burns and Stalker chapter company-level complexity company-level conditions Company-Level Strategy conceptual contingency theory correlations decentralized decisionmaking decisions dimension elementary structures elements of strategy environmental conditions European MNCs Extent of foreign financial control foreign acquisitions foreign manufacturing foreign product diversity foreign subsidiaries functional division structure hypotheses increase influence information processing information-processing capacity information-processing requirements intensity variables interdependency Intracompany manufacturing control matrix and mixed matrix structure mixed structure MNCs tend Multiple Discriminant Analysis number of foreign organization organizational design parent company nationals parent HQ parent-subsidiary relationships pattern percent performance control planning centralization planning process population ecology present study product change product design Product Division Matrix product division structure product modification differences sample Short-Range Planning Intensity strategic and environmental strategic conditions strategy and environment strategy and organizational strategy-structure struc subsidiary staffing subsidiary-level conditions Subsidiary-Level Strategy subunits Table tion tion-processing two-tailed test type of structure U.S. MNCs uncertainty