Evolution and Revolution as Organizations Grow

Greiner, Larry E.

doi:10.1007/978-1-349-20317-8_25

Cited by 738 publications

(669 citation statements)

References 1 publication

Supporting

Mentioning

561

Contrasting

Unclassified

Order By: Relevance

“…The strategic value of management is in its ability to adopt different styles at different stages of firm growth. This perspective is similar to that of Greiner (1972) who concluded that organizations should change management style appropriately for successive phases of organizational growth. The theme of managerial competence as the key strategic asset is further propounded by Mehra (1996) for whom the deployment of assets (a management function) is more important than the tangible resource endowments themselves.…”

Section: Hypothesize Thatmentioning

confidence: 65%

The resource‐based view of strategy and its value to practising managers

Connor¹

2002

Strategic Change

110

View full text Add to dashboard Cite

A dominant theoretical paradigm in academic strategic management circles is the Resource-Based View (RBV). This paper reviews the literature of this position and the extent to which the RBV may be seen as a source of practical guidance for managers seeking competitive advantage and strategic success.• The theories of management academics should be of practical value to managers, otherwise such theories are of limited value. The test of the validity of theorizing about management is whether the theories produced help to improve the art of management. That is the criterion adopted in this paper.• The RBV is an 'inside-out' perspective, according to which, competitive success lies within the hands of managers themselves and it is from the point of view of practising managers that this paper examines competitiveness. Consequently, the assessment of the RBV will be a purely instrumental one. Does it help managers to manage better?

show abstract

Section: Hypothesize Thatmentioning

confidence: 65%

The resource‐based view of strategy and its value to practising managers

Connor¹

2002

Strategic Change

110

View full text Add to dashboard Cite

show abstract

“…In the life-cycle perspective, the firm grows in distinct evolutionary phases, each phase followed by a revolutionary transformation into the next phase (Gray & Ariss, 1985;Kazanjian, 1988;Greiner, 1972;Quinn & Cameron, 1983). This gives the growth curve of the firm a stepwise appearance with periods of growth interrupted by volatile crises phases, where the firm is transformed into the next growth phase.…”

Section: -Conclusionmentioning

confidence: 99%

Corporate entrepreneurship: A strategic and structural perspective

Ferreira

2001

New England Journal of Entrepreneurship

View full text Add to dashboard Cite

Recently there has been a growing interest in the use of corporate entrepreneurship as a means for corporations to enhance the innovative abilities of their employees and, at the same time, increase corporate success through the creation of new corporate ventures. However, the creation of corporate activity is difficult since it involves radically changing internal organisational behaviour patterns. Researchers have attempted to understand the factors that stimulate or impede corporate entrepreneurship. They examined the effect of a firm's strategy, organisation and external environment. It appears that the environment plays a profound role is influencing corporate entrepreneurship whereas there is consensus that the external environment is an important antecedent of corporate entrepreneurship.Focus on the environment, the literature highlights two research questions that deserve examination.First, how do firms that compete in different environments vary in the corporate entrepreneurship activities? Second, which corporate entrepreneurship activities are conductive to superior performance in different environments? This paper develops the theoretical foundation of theses questions and focuses on the relationship between corporate entrepreneurship and strategic management in a integrating model of corporate entrepreneurship, giving special attention to the strategic behaviour, corporate context and organisational types.

show abstract

“…Despite the attempts to clarify our understandings by classifying different aspects of Greiner (1972) Evolutionary or revolutionary Bartunek and Moch (1987) First-order, second-order or third-order Ackerman (1996) Development, transition or transformation Weick and Quinn (1999) Episodic or continuous Multivariable: nature of change and ways of managing or focus Nadler (1998) Nature of change combined with ways of managing leads to tuning, adapting, redirecting or overhauling. Huy (2001) Nature of change combined with focus of change leads to commanding, engineering, teaching or socializing.…”

Section: Our Current Language Of Change Is Ambiguous and Imprecisementioning

confidence: 99%

Changing the language of change: how new contexts and concepts are challenging the ways we think and talk about organizational change

Marshak

2002

Strategic Change

View full text Add to dashboard Cite

This article proposes that our current terminology and conceptual language for organizational change make it difficult to address the range of changes confronting contemporary organizations.• Difficulties discussed include ambiguous and imprecise ways of talking about organizational change, changing organizational contexts that require new ways to think and talk about change, and dealing with implicit assumptions about change that may not be relevant in a world of continual change.• A matrix of change scenarios is presented and the term 'morphing' is introduced to describe continuous whole-system change in hyperactive business environments.• Concepts, assumptions and metaphors associated with 'altered consciousness' and self-organizing 'complex adaptive systems' are also discussed as alternative ways to think and talk about transformational change.• Implications discussed include the need to be specific and self-reflective when thinking and talking about organizational change, and to rethink a possible over-reliance on mechanistic, engineering or planned movement concepts, metaphors and word imagery.

show abstract

Evolution and Revolution as Organizations Grow

Cited by 738 publications

References 1 publication

The resource‐based view of strategy and its value to practising managers

The resource‐based view of strategy and its value to practising managers

Corporate entrepreneurship: A strategic and structural perspective

Changing the language of change: how new contexts and concepts are challenging the ways we think and talk about organizational change

Contact Info

Product

Resources

About