Decision-Maker Choice as a Determinant of Organizational Structure

In this paper we review conceptual-theoretical issues raised by the neglect of decision-maker choice in structure-contingency models. We suggest an expansion of the structure-contingency framework to include the analysis of decision-maker(s) choice in explaining and predicting organization structure. We propose that an organization's structure is the result of an interaction of the decision maker's cognitive and motivational orientations, transformation strategies, and the organization's context, such as size, technology, environment, current structure, and membership. Finally, we discuss the implications of this framework.

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