Abstract
In the present book, it would be futile to belabor the point that organizational strategies are, just like the actors that develop them, “socially constructed.” On the other hand, strategies are clearly orientated toward what is called the task environment (Thompson, 1967). Whereas social constructs tend to be relatively autonomous with regard to a task-in-hand, reference to the task environment underlines the opposite point of view. Now, the social construction of actors and artifacts such as organization forms and strategies very much bears the imprint of the society in which it takes place. Hence, cross-national comparisons, to the extent that they deal with differences between societies, may contribute to our knowledge about the social construction of strategic actors and processes of strategic decision making.
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