Beyond the Whole: How Configurational Thinking and Causal Core-Periphery Theory Reshape Organizational Strategy

Abstract: Organizational typologies—such as those developed by Miles and Snow, Porter, and Mintzberg—have long served as foundational frameworks for strategic decision-making and organizational design. Yet practitioners and scholars often treat these typologies as indivisible wholes, overlooking the possibility that not all elements within a configuration are equally important. This article synthesizes and extends Fiss's (2011) perspective on causal core and periphery in organizational configurations, exploring how distinguishing between essential and peripheral elements can sharpen strategic practice. Drawing on set-theoretic methods and the concepts of equifinality and causal asymmetry, it argues that organizations pursuing high performance should move beyond holistic adherence to a single ideal type and instead identify which configurational elements actually drive outcomes. Implications for organizational design, strategic change, and competitive positioning are discussed, with illustrations from financial services, apparel, newspaper publishing, contact lenses, and software. Evidence-based responses and forward-looking pillars for building configurational intelligence are offered for practitioners and researchers.