Transitioning to a New Order

  • John Hill


Merely to conceive of a strategy is not sufficient of itself; it is also important to see that the strategy and the structure of the organisation in which the strategy is designed to work fit each other. Mintzberg, Quinn and Ghoshal1 liken the relationship between these to the interdependence of two legs when walking. When considering a change in strategy to achieve an objective that differs substantially from the one formerly pursued and for which a structure had been designed, it is crucial to analyse in detail the situation in which the organisation, or in this case the industry concerned, started and the major influences which are making or have made the change to strategy and structure necessary.


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    Mintzberg, H., Quinn, J.B. and Ghosal, S. (1995) The Strategy Process. Upper Saddle River, NJ: Prentice Hall.Google Scholar
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    Doeringer, P.B. and Piore, M.J. (1985) Internal Labor Markets and Manpower Analysis. New York: M.E. Sharpe.Google Scholar
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    McGee, J. and Thomas, H. (1986) ‘Strategic Groups: Theory, Research and Taxonomy’. Strategic Management Journal, 7(2), 141–60.CrossRefGoogle Scholar
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    Miles, R.E. and Snow, C.C. (1978) Organisational Structure and Process. New York: McGraw-Hill.Google Scholar

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© John Hill 2016

Authors and Affiliations

  • John Hill
    • 1
  1. 1.UK

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