MEASURING INTERNAL STRATEGIC CHOICE DECISIONS AND THEIR LINKAGES TO THE REWARD STRUCTURE: A CASE STUDY IN A HIGH TECHNOLOGY FIRM

Assessing Internal Strategic Choice Decisions The strategic choice models of Child, Galbraith, Thompson, and related work by Ansoff, Chakravarthy and Miles and Snow provide important extensions to strategic management and structural contingency theory. The strategic choice models and related “strategy of structure” work bring to the surface many additional intra‐organisational variables in the organisation‐environment linkage. As a consequence, the range of internal design options available to management for adapting to the organisation's environment is greatly extended. As Miles points out: