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The purpose of this paper is to build on the configurational approach to strategic thinking – with the “écocycle” framework – to advance the understanding of the organizational life cycle. This integrative approach brings new insights into the dynamism of organizational life cycle.

This framework builds on analysis of the literature on organizational life cycle and extensive consulting and teaching experience with business executives.

The framework highlights the complex and dynamic nature of thinking and decision making in organizations. It suggests a spectrum of multiple ways of thinking over time, as strategy changes to accommodate each organization’s challenging environment.

The “ecocycle” framework progresses the understanding of organizational life cycle, by incorporating the diverse factors and features into a more unified, holistic and synthetic approach. The framework challenges the linear sequential view of organizational life cycle, and suggests the process of strategy development is not comprised of independent forms or alternative choices, but rather different business practices of organizations aligned with different stages of the strategic thinking cycle.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09513559710156689. When citing the article, please cite: Louise Fitzgerald, Yvon Dufour, (1997), “Clinical management as boundary management: A comparative analysis of Canadian and UK health-care institutions”, International Journal of Public Sector Management, Vol. 10 Iss: 1/2, pp. 5 - 20.