Organizational Inertia and Momentum: A Dynamic Model Of Strategic Change

Abstract

Innovation seems to have been one of the key driving factors of the competitiveness and performance of businesses over the last few decades. Innovative enterprises are growing quicker, have higher efficiency, and are more profitable than their less inventive peers" [23]. Such results indicate that the capacity of many companies to innovate and renew may be restricted due to either administrative incompetence, contradictory goals, mismanagement, or leadership skills in deficit. However, as competition in hightechnology industries is pacing up within the innovation economy, modern industrial companies are under rising pressure to tune their innovation ability. The goal of this work is to better understand how innovative initiatives are affected by various organizational environments, in this case, the innovation management process and innovation factors within a business. First, the organizational structure of both methods is clarified, focusing on the management form, the organization's orientation towards innovation, team composition, and the process design of innovative projects, to illustrate the differences.Then the impact on the organization of the basic management process, the collaborative variables, and the results are illustrated and contrasted.

The impact of strategic innovation management practices on firm innovation performance

“…Some scholars specify that larger and more institutionalized companies will be more skillful and will have more strategic freedom regarding innovation compared to smaller and newer companies (Duysters & Hagedoorn, 2002). At the same time, firm size and age may also cause rigidity and inertia that can negatively affect innovation activities and overall firm performance (Kelly & Amburgey, 1991).…”

Origins of Social Capital: Socialization and Institutionalization Approaches Compared

“…However, this is not the case among voluntary associations (competition does, however, curb membership growth (Wollebaek & Selle, 2006)). With regard to change, it should be extremely difficult to undertake fundamental change in an old and established organization (Amburgey, Kelly, & Barnett, 1993;Dobrev, Kim, & Carroll, 2003;Halliday, Powell, & Granfors, 1993;Kelly & Amburgey, 1991;Miller & Chen, 1994;Tushman & Anderson, 1986). But in our material, old organizations change more often than young groups.…”

Shifting Gears, Shifting Niches: Organizational Inertia and Change in the Evolution of the U.S. Automobile Industry, 1885–1981

“…It should be distinguished from the familiar interpretation of "momentum of change" which researchers have used to describe the absolute effect of prior change on subsequent reorganization (Amburgey et al 1993, Amburgey and Miner 1992, Kelly and Amburgey 1991.…”