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David John Hickson (20 April 1931 – 22 June 2016) was a British organizational theorist and Emeritus Professor of International Management and Organization at the Bradford University School of Management, known for his work in the field of organisational development (OD).
In a British-Canadian cooperation, group members David J. Hickson, C. R. Hinings, C. A. Lee, R. E. Schneck and J. M. Pennings developed the contingency approach to organizational power, in full the strategic "contingencies theory of interaorganizational power". [8] According to this theory, power rests on three pillars: [9] [10]
The contingency theory is also beneficial as it widened our understanding of leadership, by persuading individuals to consider the various impacts of situations on leaders. Another strength of the contingency theory is its predictive nature that provides an understanding to the types of leaders that will be most effective in specific situations.
Organizational adaptation (sometimes referred to as strategic fit and organizational congruence) is a concept in organization theory and strategic management that is used to describe the relationship between an organization and its environment.
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The strategic grid model is a contingency approach that can be used to determine the strategic relevance of IT to an organization. The model was proposed by F. Warren McFarlan and James L. McKenney in 1983, and takes the impact of the information technology on the strategy in future planning as the horizontal axis, and the current impact of the information technology on corporate strategy as ...
A strategic plan may cover multiple years and be updated periodically. The organization may use a variety of methods of measuring and monitoring progress towards the strategic objectives and measures established, such as a balanced scorecard or strategy map. Organizations may also plan their financial statements (i.e., balance sheets, income ...
[and specifically] on strategic planning problems for organizations and on issues of control and change." [4] Salancik became known for his work with Pfeffer on organizational decision making, and external control of organizations. In their opinion "organizations should be understood in terms of their interdependence with their environments.