مجلة التنمية وإدارة الموارد البشرية
Volume 13, Numéro 1, Pages 232-261
2026-07-31
Michel Crozier's Theory Of Strategic Analysis Analytical Perspective
Authors : Meddas Farouk .
Abstract
In this article, aimed at students and researchers—particularly those in the field of organizational sociology—we have sought to contribute to the discussion of Michel Crozier’s theory of strategic analysis, seeking to define an analytical perspective on a set of fundamental concepts of this theory. Accordingly, we chose Michel Crozier’s theory of strategic analysis due to its significance as one of the most prominent organizational theories, on the one hand, and on the other hand, because it is a comprehensive and complex theory in terms of the difficulty of its analysis and its diversity for students and researchers. Of course, we began our analysis by focusing on the first two fundamental dimensions of the analytical framework: formal organization and informal organization, without neglecting the conceptual and epistemological implications of the term “organization” as an introduction to this article. We then addressed the core of the topic and the focus of the article, which is strategic analysis theory, by examining the most prominent concepts of this theory, including the social actor, its meaning and significance, and strategy as another fundamental concept, in addition to power, conflict, the vicious cycle, and the zone of doubt and uncertainty, as well as another central concept: bounded rationality, its implications, and its connotations.
Keywords
organization, social actor, strategy, power, and bounded rationality
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