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More specifically, organizational adaptation is premised on organizational decision-making that is intentional, whereby decision-makers are aware of their environment; relational, in that organizations and environments influence one another; conditioned, in that environmental characteristics evolved with other organizations’ actions; and ...
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals.. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy.
Employee engagement is a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the ...
Environmental pressure increases as a result of globalization.” [33] Globalization has spurred the development of complex supply chains and trade networks that connect resource-rich regions with centers of production and consumption across the globe. While this interconnectedness has fueled economic growth and development in some regions, it ...
A 2000 study compared existing econometric studies of the relationship between social and financial performance, concluding that the contradictory results of previous studies reporting positive, negative, and neutral financial impact were due to flawed empirical analysis and claimed when the study is properly specified, CSR has a neutral impact ...
Main similarities between these strands of literature are: (1) the emphasis on organizational routines and the limits to organizational adaptability, (2) the population or system level of analysis and (3) the importance of environmental selection. Organizational ecology's perspective is more Darwinistic (see Hannan & Freeman, 1989, pp 20–22 ...
Their structural contingency theory was the dominant paradigm of organizational structural theories for most of the 1970s. A major empirical test was furnished by Johannes M Pennings who examined the interaction between environmental uncertainty, organization structure and various aspects of performance.
Organizational strategy explores the relationship between unit and the environment. It involves action—matching skills and resources with opportunities and threats. According to Michael Porter , a professor from Harvard Business School and leading expert in organizational strategy, the basics of a competitive model have Five Forces :