The case is made for performing more longitudinal research into organizations and their adaptive processes. Previous literature on the empirical longitudinal analysts of organizations is classified into five categories on the basis of the breadth of scope of the research, the number and...

It has often been argued that an organization's strategy and structure must be tailored or matched to the challenges posed by its environment. Our research shows that this match is less likely to be achieved by long-tenured CEO's than by their counterparts with less tenure. It also suggests that...

There have been few attempts to understand the strategy making process by examining the organizational and environmental context in which it occurs. Rather than adopting the stance of contingency theorists who focus mainly on bivariate relationships, we decided to look for simultaneous...

The objective of the research was to discover the chief determinants of entrepreneurship, the process by which organizations renew themselves and their markets by pioneering, innovation, and risk taking. Some authors have argued that personality factors of the leader are what determine...

An empirical investigation of 97 firms was conducted to determine the relationships that three aspects of the chief executive's (CEO's) personality have with the strategies, structures, decision making methods and performance of their firms. CEO flexibility was associated with niche strategies,...

A review of recent literature on the corporate life cycle disclosed five common stages: birth, growth, maturity, revival, and decline. Theorists predicted that each stage would manifest integral complementarities among variables of environment ("situation"), strategy, structure and decision...