| A core concept in the ordering of economic exchanges is the relationship between environment, strategic behavior, organizational structure and performance. Yet, rarely has there been a full examination of environment-strategy-structure alignment. Concurrently, literature has increasingly amassed that predicts the advent of rapidly changing environments hinging on technological advancement (e.g., Bell 1973; Huber 1984; Handy 1989; Glazer 1991). These environmental changes are expected to typify the environments faced by firms in the 21st century post-industrial (or information-age) society. Consistent with the environment-strategy-structure model, firms are expected to attempt to buffer themselves from these turbulent changes by adopting strategies and structures contingent with these environmental characteristics.;The predominant anticipated structural mode is that of downsized organizations partnered with multiple firms. This trend has received significant attention in practitioner literature and calls for further attention in the academic arena. The dissertation examines the environmental and strategic antecedents of this emerging organizational form and the impact of this structure upon marketing strategy. Specifically, the research addresses the expanding role of marketing and marketing strategy in this emergent organizational form.;Initially, interdisciplinary support for the interdependence of a firm's environment, strategy, and structure is presented. Next, a conceptual model and hypotheses relating predominant environmental components, strategic emphases, and structural characteristics are developed from a synthesis of academic, practitioner, and prophetic exegeses of the anticipated post-industrial society. The following chapter discusses the methodology and presents the preliminary findings. Next the results of the model testing are reviewed. The study ends with a discussion of the findings and limitations of the research. |
