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Requisite Variety of Strategic Management Modes: A Cultural Study of Strategic Actions in a Deterministic Environment
Abstract
This article presents the results of a qualitative study
that examines the modes by which strategy emanates in a nonprofit
human services organization, externally controlled by its funding
sources. The strategy-making process is broached by proposing a
taxonomy of strategic modes arranged into the Hrebiniak and Joyce
(1985) framework. In light of Ashby's law of requisite variety
(1968), this study contends that the subject organization's context
of environmental determinism should lead to a culturally based
configuration of traditional, spontaneous, and dialectical modes.
The results support the proposition for requisite variety. This
research presents valuable implications for the study and practice
of strategic management-especially regarding strategic learning and
change within externally controlled nonprofit organizations.
[ABSTRACT FROM AUTHOR]
Journal
(Spring 1999)
vol9
no3
pages277-291
Categories
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Financial Management
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Strategic Planning
