Organizational Inertia and Momentum: A Dynamic Model of Strategic Change.

Kelly, Dawn; Amburgey, Terry L.

doi:10.2307/256407

Cited by 668 publications

(185 citation statements)

References 38 publications

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“…What remains unclear is the extent to which form actually affects how an organization responds or does not respond and the extent to which these responses (nonresponses) are generally adaptive, or performance enhancing. Unfortunately, large-sample studies of the effects of form on organizational responses (Kelly and Amburgey, 1991;Zajac and Shortell, 1989) have produced conflicting findings, suggesting the need for further investigation. The same is true for results from previous studies regarding the performance effects of organizational responses to environmental change (Haveman, 1992;Singh et al, 1986;Zajac and Shortell, 1989).…”

mentioning

confidence: 99%

Organizational form and environment: an analysis of between-form and within-form responses to environmental change

Forte¹,

Hoffman²,

Lamont³

et al. 2000

Strat. Mgmt. J.

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mentioning

confidence: 99%

Organizational form and environment: an analysis of between-form and within-form responses to environmental change

Forte¹,

Hoffman²,

Lamont³

et al. 2000

Strat. Mgmt. J.

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“…Some authors including Hambrick and Schecter, (1983) ;Haveman, (1992); Zajac and Kraatz, (1993) found out that strategic thinking enhances performance, while other researcher have found that strategic thinking reduces performance (Jauch, Osborne, and Glueck, 1980;Singh, House, and Tucker 1986). Some other researchers has found either no relationship between strategic thinking and organizational performance (Zajac and Shortell, 1989;Kelly and Amburgey, 1991) or mixed relationships (Smith and Grimm, 1987). These contradictory findings imply that the relationship between strategic thinking and firm performance may not be direct, as most previous studies have assumed.…”

Section: Literature Reviewmentioning

confidence: 98%

Strategic Thinking and Organization Performance: Study of Nigeria Firms

Olaniyi¹,

Lucas²

2016

JBAR

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This study examines strategic thinking as it affects firm performance in the Nigeria context. Several studies on strategic thinking and firm performance have either revealed a positive relationship or negative relationship with firm performance of which most of these studies are carried out in developed countries. This paper therefore investigates this topic using the Nigerian business environment which has its own unique quality which differs from what is obtained from other parts of the world and as such there is need for managers of firms in Nigeria to think strategically in order to have large market share and produce goods, render services that is consumer oriented in order to gain competitive advantage in the market.Data was gathered and analysis carried out using Pearson moment correlation coefficient. It was revealed that a positive relationship exist between strategic thinking and firm performance.

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“…Within this collection of research studies, Meyer, Brooks, and Goes (1990) summarise industry-and organizational level changes in hospital industry. Kelly and Amburgey (1991) investigate organisational inertia and momentum in the airline industry, Haveman (1992) investigates legislative and technological changes in the California savings and loan industry, and Fox-Wolfgramm, Boal, and Hunt (1998) analyse the effects of the Community Re-Investment Act (CRA) on two Texas banks.…”

Section: Organisational Change Management Theoriesmentioning

confidence: 99%

Applicability of Lewin’s Change Management Theory in Australian Local Government

Hossan¹

2015

IJBM

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Public sector organisations are now expected to shift policy towards greater competition and to apply private-sector style management practice to the public domain. Around 70 per cent of all change programs initiated report a failure of the change effort. A lack of a valid framework to guide the implementation and management of organisational change is a major reason for the poor success rate of change initiatives. Public sector organisations are increasingly adopting private sector management principles and practices. Many private sector management techniques, applied without appropriate change management techniques have been criticised for creating problems, such as the language of consumerism, the contracting-out culture, and the monitoring and management of performance. Local government (City councils) are typically considered to be resistant to innovation and are relatively inert compared to other forms of organisation. This article examines the 'process' of organisational change. Among other theories, process-based change theories consider change as an on-going process. Thus, change typically occurs in multiple steps that take a considerable amount of time to unfold and efforts to bypass steps seldom yield a satisfactory result. Planned change advocates that organisations move from one fixed stage to another, through a series of pre-determined stages. This article concludes that Lewin's (1951) planned approach to change can still be used to investigate change management in the city councils. Lewin's (1951) models are highly generic. It argues that the focus of the change must be on the behaviour of the group, concentrating on factors such as group norms, roles, interactions, and socialisation processes. Lewin's (1951) models are more relevant to incremental and isolated change projects which are often the case for the Australian local government. The model tends to be more appropriate for organisations, such as city councils, that are based on traditional top-down, command-and-control style of management, with segmented, small units and slow change timelines.

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Organizational Inertia and Momentum: A Dynamic Model of Strategic Change.

Cited by 668 publications

References 38 publications

Organizational form and environment: an analysis of between-form and within-form responses to environmental change

Organizational form and environment: an analysis of between-form and within-form responses to environmental change

Strategic Thinking and Organization Performance: Study of Nigeria Firms

Applicability of Lewin’s Change Management Theory in Australian Local Government

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