Moores, K. and Mula, J. (1998) Strategy diversity in Australian family owned businesses: impact of environment induced constraints. Bond Management Review, 5 (2). pp. 25-33. ISSN 1036-1456
The central propositions of contingency theory assert that organisational effectiveness is a product of an appropriate matching between internal organisational characteristics and the demands created by elements of context such as technology and external environments.
This literature has identified a number of variables systematically associated with management functions and their underlying systems. But the explanatory power of models based on these variables is still relatively low. However the use of clusters of variables as archetypes has been suggested as an approach that offers promise. One such archetype is based on the stage of development of the firm or the position in its life cycle. This paper explores how these uncertainties and consequential strategies vary at different stages of the firm's life cycle.
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|Item Type:||Article (Commonwealth Reporting Category C)|
|Item Status:||Live Archive|
|Additional Information:||Awaiting advice from publisher (Bond University School of Business) This article is available on Informit Online, http://www.informit.com.au|
|Faculty / Department / School:||Historic - Faculty of Business - Department of Accounting|
|Date Deposited:||06 Jun 2008 06:57|
|Last Modified:||06 Sep 2013 02:46|
|Uncontrolled Keywords:||contingency theory; environmental uncertainty; theory of the firm; strategic orientation|
|Fields of Research :||15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150312 Organisational Planning and Management
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150314 Small Business Management
|Socio-Economic Objective:||B Economic Development > 91 Economic Framework > 9104 Management and Productivity > 910402 Management|
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