Abstract
This study examines the effect that environmental complexity has on the level and equality of involvement by organizational members across a variety of industries. Chief executives and senior managers were surveyed to determine their perceptions of organizational member involvement in the holistic strategic process and strategy implementation. Arguments that firms match their strategic process with level of complexity, and that an alignment with the environment enhances performance were tested and supported. The sample of firms used for this study was from a variety of industries including food service. Specific implications of these findings are discussed for food service and hospitality firms.
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