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Institutionalist Explanations: A Special Case of Strategic Fit?

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Abstract

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.

Keywords

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.

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© Kluwer Academic Publishers 1993

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