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The paper aims to recognize how managers perceive a firm’s relational strategy content by identification of strategic choices made within it. The paper presents theoretical assumptions of the relational view of strategy based on identified fundamental strategic choices that form the content of relational strategy, presents hypotheses that link this content with the relational view of a firm, as well as ‘enterprise logic’, understood as the way in which top managers conceptualize their firm and its relationships with stakeholders. The research was conducted in 53 companies based in Poland using semi-structured interviews with executives. Both content and statistical analyses are to be used. The research results made it possible to discern key strategic choices that make up the content of relational strategy. These, in the opinion of managers, should include choices regarding the process of creating and appropriating value, selecting a partner and their significance, and the associated interorganizational dynamics as well as the way of forming interorganizational relationships.

AbstractThe paper aims to investigate the relationship between strategy and structure in the high-technology enterprises. The study attempts to ascertain how chief executive officers perceive the impact of strategy on organizational structure, and likewise impact of structure on strategy, at two phases in the innovation process: the phase of innovation exploration; and the phase of innovation exploitation. The research was conducted in 61 high-technology companies based in Poland that operate either in Poland or in the global marketplace. The results show that, during the exploration of innovation, chief executive officers consider that the impact of organizational structure on strategy is stronger than the impact of strategy on structure. During the exploitation of innovations, the impact of strategy on structure is stronger.