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The ’strategic choice’ perspective was originally advanced as a corrective to the view that the way in which organizations are designed and structure… - John Child
" "The ’strategic choice’ perspective was originally advanced as a corrective to the view that the way in which organizations are designed and structured is determined by their operational contingencies (Child 1972). This view overlooked the ways in which the leaders of organizations, whether private or public, were able in practice to influence organizational forms to suit their own preferences. Strategic choice drew attention to the active role of leading groups who had the power to influence the structures of their organizations through an essentially political process. It led to a substantial re-orientation of organizational analysis and stimulated debate on three key issues:
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About John Child
John Child (born 1940) is a British organizational theorist, Professor of Commerce at the , and Professor of Management at , known for his contributions in the field of contingency theory.
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Child, J. (John)
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Additional quotes by John Child
[It was assumed that effective strategic choice required the exercise of power and was therefore an essentially political phenomenon] incorporation of the process whereby strategic decisions are made directs attention onto the degree of choice which can be exercised ... , whereas many available models direct attention exclusively onto the constraints involved. They imply in this way that organizational behaviour can only be understood by reference to functional imperatives rather than to political action.
[The model towards which strategic choice analysis led would therefore] direct our attention towards those who possess the power to decide upon an organization’s structural rationale, towards the limits upon that power imposed by the operational context, and towards the process of assessing constraints and opportunities against values in deciding organizational strategies.
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