Strategic Choice Theory

John Child 1972 developed his theory of strategic choice (English strategic choice theory ) as an extension of the situational approach. New to this theory is the inclusion of the group of decision makers, which is also called " dominant coalition " in the explanation of organizations. The theory in this case recognizes the political process in which rulers are located within organizations, by deciding about strategic options. This strategic choice of decision makers typically includes not only the establishment of structural forms, but also the manipulation of environmental characteristics and the choice of relevant performance standards.

Prehistory

Until the 1970s, based organizational research on the assumption that organizations respond in a predictable manner to the conditions surrounding them, by adapting their purpose and form in order to satisfy market and environmental conditions. As a result, researchers have tended to look for those environmental factors that determine behavior in organizations. Organization researchers were soon, however, increasingly disillusioned with this mechanical, deterministic concept of organization - environment relationship.

Heart of the theory

Child ( 1972) represents a less rigid view of the interaction between organizations and their environments, by the dynamic exchange between the two forces is considered. He coined this the concept of strategic choice in the organization - environment relationship, to recognize that major decisions are used by the management of the definition of the relationship of the organization with the wider environment. Miles and Snow (1978 ) summarize the theory of strategic choice as follows: Thus, she argues, in essence, that the effectiveness of organizational adaptation on the perception of environmental conditions by the " dominant coalition " and the decisions they for handling the organization with these conditions is true depends.