The DOI matches its Crossref record; 62 of the 62 references it cites were found in a registry or an index.
Contingency Theory: Some Suggested Directions
Abstract
Common to all contingency approaches is the proposition that performance is a consequence of the fit between several factors: structure, people, technology, strategy, and culture. Unfortunately, unwarranted generalizations and fragmented and conflicting findings exist. These approaches need a greater theoretical grounding of key concepts and richer, more complex models to capture the process by which organizations adapt and change. A model is presented which argues that complex relationships exist among environmental, organizational, and individual/group variables, and that these relationships and their salience change with the strategic and organizational design choices made by members of the dominant coalition.
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Cites
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Organizational Structure, Environment and Performance: The Role of Strategic Choice
Child, J. (1972) · Sociology · doi:10.1177/003803857200600101 · Cited by 4,790
Organizational Strategy, Structure, and Process
Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978) · Academy of Management Review · doi:10.5465/amr.1978.4305755 · Cited by 4,527
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Characteristics of Organizational Environments and Perceived Environmental Uncertainty
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A Theory of Leadership Effectiveness
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Cited by
The Concept of Fit in Strategy Research: Toward Verbal and Statistical Correspondence
Venkatraman, N. (1989) · The Academy of Management Review · doi:10.2307/258177 · Cited by 2,367
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing
Smith, W. K., & Lewis, M. W. (2011) · Academy of Management Review · doi:10.5465/amr.2009.0223 · Cited by 1,631
Contingency Perspectives of Organizational Strategy: A Critical Review of the Empirical Research
Ginsberg, A., & Venkatraman, N. (1985) · The Academy of Management Review · doi:10.2307/258125 · Cited by 725
Organizational Design Types, Tracks and the Dynamics of Strategic Change
Greenwood, R., & Hinings, C. R. (1988) · Organization Studies · doi:10.1177/017084068800900301 · Cited by 622
Birkinshaw, J., Nobel, R., & Ridderstråle, J. (2002) · Organization Science · doi:10.1287/orsc.13.3.274.2778 · Cited by 420
Metadata
- Authors
- Tosi, H. L., & Slocum, J. W.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 1984-04
- Volume
- 10
- Issue
- 1
- Pages
- 9-26
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2002974866
- Cited by
- 324
- References
- 62
- FWCI
- 7.95
- Type
- journal article
- Language
- en
- Open access
- closed
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Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
