Institutionalist Explanations: A Special Case of Strategic Fit?



In the present book, it would be futile to belabor the point that organizational strategies are, just like the actors that develop them, “socially constructed.” On the other hand, strategies are clearly orientated toward what is called the task environment (Thompson, 1967). Whereas social constructs tend to be relatively autonomous with regard to a task-in-hand, reference to the task environment underlines the opposite point of view. Now, the social construction of actors and artifacts such as organization forms and strategies very much bears the imprint of the society in which it takes place. Hence, cross-national comparisons, to the extent that they deal with differences between societies, may contribute to our knowledge about the social construction of strategic actors and processes of strategic decision making.


Human Resource Industrial Relation Task Environment Strategic Change Human Resource Practice 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Aldrich, H.E., 1979, Organizations and Environments, Englewood Cliffs, N.J.: Prentice-Hall.Google Scholar
  2. Argyris, C., Schoen, D.A., 1978, Organizational Learning. A Theory of Action Perspective, Reading, MA.: Addison-Wesley.Google Scholar
  3. Bamberger, I., 1989, “Developing Competitive Advantage in Small and Medium-Sized Firms,” Long Range Planning, 22, pp. 80–88.CrossRefGoogle Scholar
  4. Berger, P.A., Luckmann, T., 1971, The Social Construction of Reality. A Treatise in the Sociology of Knowledge, Harmondsworth: Penguin.Google Scholar
  5. Burns, T., Stalker, G.M., 1961, The Management of Innovation, London: Tavistock.Google Scholar
  6. Campbell, A., Sorge, A., Warner, M., 1989, Microelectronic Product Applications in Great Britain and West Germany. Strategies, Competence and Training, Aldershot, U.K.: Gower.Google Scholar
  7. Child, J., 1972, “Organizational Structure, Environment and Performance: The Role of Strategic Choice,” Sociology, 6, pp. 1–22.CrossRefGoogle Scholar
  8. Cox, J.G., Kriegbaum, H., 1980, Growth, innovation and employment: An Anglo-German comparison, London: Anglo-German Foundation for the Study of Industrial Society.Google Scholar
  9. Daley, A., Jones, D.T., 1980, “The Machine-Tool Industry in Britain, Germany and the United States,” National Institute Economic Review, 92, pp. 53–63.CrossRefGoogle Scholar
  10. Donaldson, L., 1985, In Defence of Organization Theory, A Reply to the Critics, Cambridge, U.K.: Cambridge University Press.Google Scholar
  11. den Hertog, J.F., van Diepen, S.J.B., 1988, “Technological Innovation and Organizational Learning,” Milano: Paper for ISO Conference.Google Scholar
  12. Horovitz, J.H., 1978, “Management Control in France, Great Britain and Germany,” Columbia Journal of World Business, Summer, pp. 16–22.Google Scholar
  13. Lane, C., 1989, Management and Labour in Europe. The Industrial Enterprise in Germany, Britain and France, Aldershot: Edward Elgar.Google Scholar
  14. Maurice, M., Sellier, F., Silvestre, J.J., 1977, La production de la hiéerarchie dans l’entreprise. Recherche d’un effet sociétal,” Aix-en-Provence: Laboratoire d’économie et de sociologie du travail, research report.Google Scholar
  15. Maurice, M., Sellier, F., Silvestre, J.J., 1982, Politique d’éducation et organisation industrielle en France et en Allemagne. Essai d’analyse societale, Paris: Presses Universitaires de France.Google Scholar
  16. Maurice, M., Sorge, A., 1989, “Dynamique industrielle et capacité d’innovation de l’industrie de la machine-outil en France et en RFA,” Aix-en-Provence: Laboratoire d’économie et de sociologie du travail, document 89-1.Google Scholar
  17. Maurice, M., Sorge, A., Warner, M., 1980, “Societal Differences in Organizing Manufacturing Units. A Comparison of France, West Germany and Great Britain,” Organization Studies, 1, pp. 59–86.CrossRefGoogle Scholar
  18. Miles, R.E., Snow, C.C., 1978, Organizational Structure, Strategy and Process, New York: McGraw-Hill.Google Scholar
  19. Mintzberg, H., 1983, Structure in Fives. Designing Effective Organizations, Englewood Cliffs, N.J.: Prentice-Hall.Google Scholar
  20. Morgan, G., 1986, Images of Organization, Beverly Hills: Sage.Google Scholar
  21. Northcott, J., Knetsch, W., de Lestapis, B., Rogers, P., 1985, Microelectronics in Industry. An International Comparison: Britain, Germany and France, London: Policy Studies Institute.Google Scholar
  22. Perrow, C., 1971, Organizational Analysis. A Sociological View, London: Tavistock.Google Scholar
  23. Piore, M., Sabel, C., 1984, The New Industrial Divide, New York: Basic Books.Google Scholar
  24. Porter, M.E., 1980, Competitive Strategy, New York: The Free Press.Google Scholar
  25. Porter, M.E., 1983, Competitive Advantage, New York: The Free Press.Google Scholar
  26. Porter, M.E., 1990, The Competitive Advantage of Nations, New York: The Free Press.Google Scholar
  27. Prais, S.J., Jarvis, V., Wagner, K., 1989, “Productivity and Vocational Skills in Services in Britain and Germany: Hotels,” National Institute Economic Review, 89/4, pp. 52–74.Google Scholar
  28. Rose, M., 1985, “Universalism, Culturalism and the Aix Group,” European Sociological Review, 1, pp. 65–83.Google Scholar
  29. Schreyögg, G., 1980, “Contingency and Choice in Organization Theory,” Organization Studies, 1, pp. 305–326.CrossRefGoogle Scholar
  30. de Sitter, L.U. (ed.), 1986, Het flexibele bedrijf, Deventer: Kluwer.Google Scholar
  31. Sorge, A., 1985, Informationstechnik und Arbeit im sozialen Prozess. Arbeits-organization, Qualifikation und Produktivkraftentwicklung, Frankfurt, A.M.: Campus.Google Scholar
  32. Sorge, A., 1989, “An Essay on Technical Change: Its Dimensions and Social and Strategic Context,” Organization Studies, 10, pp. 25–46.Google Scholar
  33. Sorge, A., 1991, “Strategic Fit and the Societal Effect: Interpreting Cross-National Comparisons of Technology, Organization and Human Resources,” Organization Studies, 12, pp. 161–190.Google Scholar
  34. Sorge, A., Hartmann, G., Warner, M., Nicholas, I., 1983, Microelectronics and Manpower in Manufacturing. Applications of Computer Numerical Control in Great Britain and West Germany, Aldershot, U.K.: Gower.Google Scholar
  35. Sorge, A., Streeck, W., 1988, “Industrial Relations and Technical Change: The Case for an Extended Perspective,” in Hyman, R., Streeck, W. (eds.), New Technology and Industrial Relations, Oxford: Black well.Google Scholar
  36. Sorge, A., Warner, M., 1986, Comparative Factory Organization. An Anglo-German Comparison of Management and Manpower in Manufacturing, Aldershot: Gower.Google Scholar
  37. Steedman, H., Wagner, K., 1987, “A Second Look at Productivity, Machinery and Skills in Britain and Germany,” National Institute Economic Review, 87/4, pp. 84–95.CrossRefGoogle Scholar
  38. Steedman, H., Wagner, K., 1989, “Productivity, Machinery and Skills: Clothing Manufacture in Britain and West Germany,” National Institute Economic Review, 89/2, pp. 41–57.Google Scholar
  39. Streeck, W., 1985, “Introduction: Industrial Relations, Technical Change and Economic Restructuring,” in Streeck, W. (ed.), Industrial Relations and Technical Change in the British, Italian and German Automobile Industries: Three Case Studies, Wissenschaftszentrum Berlin fur Sozialforschung: Discussion Paper IIM/LMP 85-5.Google Scholar
  40. Trist, E., 1981, The Evolution of Socio-Technical Systems. A Conceptual Framework and an Action Research Program, Toronto: Ontario Ministry of Labour.Google Scholar
  41. Thompson, J.D., 1967, Organizations in Action, New York: McGraw-Hill.Google Scholar
  42. van de Ven, A.H., Delbecq, A., Koenig, R., 1976, “Determinants of Coordination Modes Within Organizations,” American Sociological Review, 41, pp. 322–338.CrossRefGoogle Scholar
  43. Woodward, J., 1965, Industrial Organization: Theory and Practice, Oxford: University Press.Google Scholar


  1. Pavitt, K., Soete, L., 1980, “Innovative Activities and Export Shares: Some Comparisons between Industries and Countries,” in Pavitt, K. (ed.), Technical Innovation and British Economic Performance, London: Macmillan, pp. 38–66.Google Scholar
  2. Senker, P., 1980, “The Machine Tool Industry,” in Swords-Isherwood, N., Senker, P. (eds.), Microelectronics and the Engineering Industry: The Need for Skills, London: Frances Pinter, pp. 83–94.Google Scholar
  3. Tidd, J., 1991, Flexible Manufacturing Technologies and International Competitiveness, London: Pinter Publishers.Google Scholar

Copyright information

© Kluwer Academic Publishers 1993

Authors and Affiliations

There are no affiliations available

Personalised recommendations