This study examines, in the light of contingency perspective, a relationship of environment, strategy, structure and technological innovation in 37 electronics manufacturing organizations. Tung's environmental dimensions, Miles and Snow's 4 strategy typology, and Hage and Aiken's multi-item structure scales are basically used as measures of variables.
Research results show that in more turbulent environment the prospector strategy is dominant and in non-turbulent environment the defender is dominant. Relationships between environment and structure and technological innovation do not appear to hold in this study. However firms in turbulent environment appear to be more innovative than firms in non-turbulent environment. There is a difference between innovative and less innovative firms. Discriminant Analysis shows that the innovative firms perceive environment more turbulent, use more prospector-oriented strategy, and have more organic structure than the less innovative ones.
Better modelization and measurement development are two critical procedures to be solved for the future research for fruitful results.
