Vertical integration as organizational strategy formation

Research output: Contribution to journalArticleAcademicpeer-review

8 Citations (Scopus)
1 Downloads (Pure)


This paper contributes to research into the strategy—environment relationship, especially looking at the issue of vertical integration. It aims at a synthesis of process and content approaches to strategic change on the level of the organization’s dominant group. The key factor is uncertainty, which will be defined as the gap between perceptual competence of the dominant group and environmental difficulty. After presenting a typical vertical integration case, the vertical integration literature is surveyed. Next, a framework of strategy-making under uncertainty serves as a vehicle to formulate some propositions on the formation of vertical integration strategy.
Original languageEnglish
Pages (from-to)239-260
Number of pages22
JournalOrganization Studies
Issue number2
Publication statusPublished - 1990


Dive into the research topics of 'Vertical integration as organizational strategy formation'. Together they form a unique fingerprint.

Cite this