The strategy formation process in complex firms

This paper tries to show the relationship between strategic process and process performance, considering the influence of a contextual dimension of organisational complexity. The authors introduce the term vertical complexity, which as considered more related to process. Correlation analysis show the influence of both intention and rationality in the process performance with low levels of vertical complexity in the firm. For high levels of vertical complexity, process and performance are not so strongly related, confirming only partially some of our hypotheses. The final sample were 112 big Spanish firms corresponding to very different industries.