Abstract
Strateg y-making process and organizational structure: implications to performance. This study analyzes the relationship between structure and strategy-making process as two highly interdependent components that must be complementary to ensure good performance. The empirical analysis with a sample of 100 small, medium and large-sized firms showed that formal integration were related to the rationality and interaction with their all aspects (analysis, future orientation, explicitness of strategy, scanning of environment and consensus and bargaining decision making). Structural complexity was related to rationality, but no with interaction and assertiveness. Descentralization had no significative associations with strategy-making. The succesful business were significative higher than unsuccesful business in analysis, future orientation, explicitness of strategy, scanning of envir onment, consensus, bargaining, proactiveness and risk taking. It is plain that fit strategy-making and structure contribute the most performance in the firms.
