Which view suggests that strategies effective in one organization might not work in others?

The view that suggests strategies effective in one organization might not work in others is known as the Contingency View. This perspective emphasizes that there is no one-size-fits-all approach to management and organizational strategies; instead, the effectiveness of a strategy is contingent upon various internal and external factors, such as organizational culture, market conditions, and the specific challenges faced by an organization at a given time.

The Contingency View shifts the focus from rigid management principles to a more adaptable and flexible approach. It recognizes that different organizations have unique environments, resources, and goals, which means that strategies that succeed in one context may fail in another due to differing circumstances. This perspective encourages managers to analyze their specific situations and adopt strategies that fit their unique needs and challenges, rather than simply applying a universal model.

In contrast, the other options represent different concepts in management. Systems Thinking views organizations as interconnected systems where change in one part can affect the whole, the Quantitative Perspective focuses on using mathematical and statistical techniques for decision-making, and Synergy involves the idea that the combined effect of a group can be greater than the sum of its individual parts. Each of these views has its relevance but does not specifically address the variability of strategic effectiveness across different organizations in the way