ABSTRACT
In Chapter 4 it was suggested that the strategy of an organization may be regarded as the more or less planned collective predisposition of senior management to make particular decisions regarding the task of the organization and its relationship with its environment. These areas, which may ostensibly be regarded as at least partially separable at first sight, are, with the perspective adopted here, merely different aspects of the same phenomenon. This must be the case as the task of any organization must largely be defined in terms of relationships with parts of its environment.
