Organizational Discontinuity: Integrating Evolutionary and Revolutionary Change Theories

Deeg, Jürgen

doi:10.5771/0935-9915-2009-2-190

Cited by 8 publications

(10 citation statements)

References 23 publications

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“…Therefore, a successful organization is one ‘which react to radical environmental change with revolutionary change … while those reacting with incremental change frequently lose their strength of performance’ (Reschke & Kraus, 2009, p. 269). This sudden breakaway from an organization’s history has been termed creative destruction (Deeg, 2009) where an organization must become innovative at the expense of its stable presence.…”

Section: Rising Star Of the Conservative Democratmentioning

confidence: 99%

Changing Strategy by Turkey’s AKP: The Learning Curve Theory

Shukri

2019

Millennial Asia

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Since 2014, Turkey has been moving towards a heightened sense of nationalism and populism especially after Recep Tayyip Erdogan became the first popularly elected President of Turkey in 2017. His nationalist rhetoric went up compared to when he became Prime Minister over a decade ago when the country was touted as a model of liberalism among Muslim countries. Rather than putting a damper on the party, government, or Erdogan himself, his conservative rhetoric has helped consolidate the government’s power, showcasing the shift in strategy by the Adalet ve Kalkınma Partisi (AKP) during uncertain times. This article borrows from behavioural psychology the concept of the learning curve theory or the S-curve theory to examine this shift in AKP strategy. It is argued that after reaching a political peak with the Gezi Park protest in the summer of 2013, Erdogan is employing a different rhetorical approach—a populist one—to gain more political traction.

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Section: Rising Star Of the Conservative Democratmentioning

confidence: 99%

Changing Strategy by Turkey’s AKP: The Learning Curve Theory

Shukri

2019

Millennial Asia

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“…The second diagram, drive-vision, considers the "direction" factor of the first diagram to underline the importance of a knowledge leader profile. Based on the assumption that the adaptation and the internal response of an organization to a rapidly changing environment could lead to a sustainable competitive advantage (Graetz and Smith, 2010;Rusly et al, 2015;Crawford and Nahmias, 2010;Deeg, 2009;Todnem By, 2005;Wiig, 2003), we have created a framework that describes the organizational change through the correlation between the speed of events (speed) and the direction of change (direction). The diagram presents a zero point, with coordinates (0;0), where there is the situation of an organization that operates in a context in which there is complete balance, with the absence of change.…”

Section: The Role Of a Knowledge Leader In A Changing Environment: Dementioning

confidence: 99%

The role of a knowledge leader in a changing organizational environment. A conceptual framework drawn by an analysis of four large companies

Bertoldi

Giachino

Rossotto³

et al. 2018

JKM

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The purpose of this paper is to investigate the role of knowledge leader readiness within large companies operating in a changing environment. Design/methodology/approach: A conceptual framework emerged from an analysis of four large companies and a review of the knowledge management literature. Secondary research was conducted to compare the four large companies against our proposed framework. Findings: The conceptual model is a support to understand an organizations' reaction to external changes and the role of the knowledge leader's readiness in managing these changes and adjusting the knowledge management accordingly. From the analysis, it emerged that a knowledge leader's readiness plays a relevant role in a changing organizational environment due to his ability to acquire, handle and diffuse knowledge within the company. Practical implications: The study emphasizes the significance of internal knowledge in managing changes. Practitioners could use this framework as a conceptual guide for their daily challenges and to recruit future leaders. Originality/value: This study aims to contribute to the knowledge management literature by providing a practical model for organizations facing a changing environment. The originality of the model is the design of different managerial profiles that combine the leaders' disposition to knowledge and their ability to drive change.

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“…Discontinuity may be defined as a set "significant changes often occurring in abrupt or discontinuous bursts" (Brooks, 1986), "a temporary or permanent, sometimes unexpected, break in a dominant condition in society" (Van Notten et al, 2004). The concept is further interpreted as "a specific phenomenon of behavioural dynamics, noticeable in sudden changes in the variables of an entity under observation" and therefore, "often associated with the terms of unsteadiness, instability, nonlinearity or jump" (Deeg, 2007). In strategic management, the nature of these changes, instabilities, or uncertainties may vary.…”

Section: A Literature-derived Definition For Discontinuitymentioning

confidence: 99%

“…Definitions of discontinuity (e.g. Brooks, 1986;Van Notten et al, 2004;Deeg, 2007) Technological discontinuity (e.g. Drucker, 1969) Market environment-driven discontinuities (e.g.…”

Section: Discontinuitymentioning

confidence: 99%

Revisiting business strategy under discontinuity

Ghezzi

2013

Management Decision

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Purpose -Business strategy and its quest for sustainable competitive advantage and success is challenged by external and internal change, which increasingly takes the form of radical discontinuity. However, emergent strategy models are rising as concepts and constructs, possibly impacting on the advancement of strategic management theory and practices: these tools are the business model (BM), the value network (VN) and resource management (RM). The purpose of this paper is to propose a revisited role for BM design, VN configuration and RM, with specific reference to strategy execution and monitoring under discontinuity. Design/methodology/approach -The study builds its contribution on a theoretical framework (constituted by a literature review on discontinuity, BM, VN and RM), supplemented by two longitudinal case studies on companies which went through several discontinuities affecting their business strategy. Findings -BM, VN and RM are the strategic tools through which a company executes its planned strategy. In addition, radical variations in: BM parameters performance; VN configuration and firms relationships; RM consistency with resources core status, resulting from an external or internal discontinuity, constitute a signalling "vector" of inputs to identify the discontinuity and activate a new strategic re-planning process. Originality/value -By revisiting the role of BM, VN and RM, the study revives the theoretical debate on business strategy under discontinuity, and provides managers with a comprehensive model to concretely employ these three tools for strategy analysis.

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Organizational Discontinuity: Integrating Evolutionary and Revolutionary Change Theories

Cited by 8 publications

References 23 publications

Changing Strategy by Turkey’s AKP: The Learning Curve Theory

Changing Strategy by Turkey’s AKP: The Learning Curve Theory

The role of a knowledge leader in a changing organizational environment. A conceptual framework drawn by an analysis of four large companies

Revisiting business strategy under discontinuity

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