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The strategic organization of firms has long been a prominent issue in management. Research stressing the importance and ramifications of strategic considerations on firm organization is primarily focused on a firm's strategic relationship vis-a-vis output market competitors. Recent research has widened the focus to the role of organizational structure on strategic relationships in input markets. It is this stream of research that Input Markets and the Strategic Organization of the Firm seeks to synthesize.
Input Markets and the Strategic Organization of the Firm classifies the role of input markets on
organizational design into two arenas:
¿ how a firm's participation as a buyer in input markets affects existing perspectives of
organizational design; and
¿ how a firm's participation as a seller in input markets alters prevailing views of
organizational design.
Input Markets and the Strategic Organization of the Firm addresses the question of how strategic firm organization and accounting measurements affect and are affected by such prevalent concerns of relying on an external input supplier. Chapter 2 examines how participation as a buyer in input markets can change views of optimal firm organization. Chapter 3 examines how participation as a seller in input markets alters views of strategic firm organization. Chapter 4 then concludes the monograph while providing a discussion of additional considerations and unanswered questions.
List of contents
1. Introduction 2. Organizational Design when a firm is a Buyer in Input Markets. 3. Organizational Design when a firm is a Seller in Input Markets. 4. Discussion. References.
