Organizational Mortality in the Newspaper Industries of Argentina and Ireland: An Ecological Approach

Carroll, Glenn R.; Delacroix, Jacques

doi:10.2307/2392299

Cited by 393 publications

(180 citation statements)

References 13 publications

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“…These firms and those who will soon enter compete on innovating the technology of tomorrow. In the quest for legitimizing both the firm and the technology, most will not succeed (Carroll & Swaminathan 1992;Carroll & Delacroix 1982).…”

Section: Discussionmentioning

confidence: 99%

The 3D printing order: variability, supercenters and supply chain reconfigurations

Sasson

Johnson

2016

International Journal of Physical Distribution &Amp; Logistics Management

172

124

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Structured AbstractPurpose: Direct Digital Manufacturing (DDM) is conceived of as either disrupting the entire manufacturing economy or merely enabling novel production. Between these extremes, we introduce an alternative where DDM coexists with and complements traditional mass production. When multiple parts run across one manufacturing line, DDM can isolate variability associated with low volume part production and may be preferred to mass production despite being expensive. If DDM complements rather than cannibalizes mass production, this alters our understanding of who adopts DDM, the products built with DDM, and DDM's long-term supply chain implications. Design/methodology/approach: This invited article explores a DDM rollout scenario and qualitatively assesses potential supply chain reconfigurations. Findings: Our analysis recognizes that existing manufacturers with heterogeneous bills-ofmaterial may develop DDM capabilities to isolate disruptive, low-volume production from scalable mass production. Developing DDM competence and raw material scale advantages, these manufacturers become the locus of change in a manufacturing landscape increasingly characterized by multi-product DDM supercenters. Originality/Value: Extant research largely focuses on two potential reasons for DDM adoption: cost-per-unit and time-to-delivery comparisons. We explore a third driver: DDM's capacity to isolate manufacturing variability attributable to low volume parts. Relative to the extant literature, this suggests a different DDM rollout, different adopters, and a different supply chain configuration. We identify mass manufacturing variability reduction as the mechanism through which DDM may be adopted. This adoption trajectory would eventually enable a supply chain transition in which spare parts inventory migrates from finished goods at proprietary facilities to raw materials at generalized DDM supercenters. 1 Direct digital manufacturing is also commonly called 3D printing. We use both interchangeably. The literature has also used the terms "additive manufacturing" and "rapid manufacturing." 4We propose a middle-of-the-road scenario where manufacturers with complex billsof-material will adopt 3D printing to extract additional scale advantages from traditional manufacturing. Hence, product variability, in addition to product launch (Khajavi et al. 2015) is a pivotal antecedent for the co-location of traditional manufacturing and DDM. Demand for specialized products and demand from specialized geographies will reduce 3D printing's raw materials costs (Ruffo, Tuck & Hague 2007), and advance 3D printing technology. We propose that resulting cost reductions and quality improvements will make 3D printing viable for urgent, otherwise disruptive production in existing manufacturing facilities.Manufacturers will allocate expedite orders for low and sporadic demand parts to 3Dprinting, reducing setup and changeover on traditional production lines.3D printing-adopting manufacturers will imprint early 3D printing technological developme...

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Section: Discussionmentioning

confidence: 99%

The 3D printing order: variability, supercenters and supply chain reconfigurations

Sasson

Johnson

2016

International Journal of Physical Distribution &Amp; Logistics Management

172

124

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“…Systematic or abrupt decline in performance level may lead to organizational death or mortality (Baum & Singh, 1994), a situation that occurs when "an organization fails, closes down its operations, and disbands its constituent elements" (Carroll & Delacroix, 1982).…”

Section: Organizational Performancementioning

confidence: 99%

The Role of Organizational DNA in Improving Organizational Performance: A Study on the Industrial Companies in Egypt

Nafei¹

2014

IBR

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Purpose: This paper attempts to highlight the significant role of organizational DNA in improving Organizational Performance (OP).Research Design/Methodology: Using Booz Allen Hamilton, 2002;Neilson, et al., 2003;Booz, 2004;Holoday, 2005;Remecker & Bowdin, 2005;Neilson, 2006;Vanmullem & Hondeghem, 2007;Soroush, et al., 2013 of organizational DNA, the study develops a number of hypotheses and tests them. This research is an applied form in terms of its goals and descriptive in terms of the method of data collection. Three groups of employees at industrial companies were examined. Of the 372 questionnaires that were distributed, 300 usable questionnaires were returned, a response rate of 81%.Findings: This study reveals that the four building blocks of organizational DNA (organizational structure, decision rights, motivators, and information) have a significantly direct effect on OP. Practical implications:The study suggests that the industrial companies can improve OP by influencing its organizational DNA, specifically, by developing the organizational structure, decision rights, motivators, and information. The study provided a set of recommendations including the necessity to pay more attention to the dimensions of organizational DNA as of a key source for organizations to enhance the competitive advantage which is of prime significance for OP. Originality/value:The study observes that there is a critical shortage of studying organizational DNA in Egypt and that a greater understanding of the factors that influence the OP, including organizational structure, decision rights, motivators, and information, is of great importance. Therefore, this study is to examine the relationship between organizational DNA and OP among employees in industrial companies in Egypt.

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“…In effect, that model implies a liability of newness (Carroll and Delacroix 1982, Carroll 1983, Freeman et al 1983), a liability of adolescence (Carroll and Huo 1988, Brüderl and Schüssler 1990, Fichman and Levinthal 1991, or a liability of aging, depending on the conditions prevailing at time of founding. As discussed in §1, however, that model could not deal with obsolescence because it assumed that organizational performance systematically increased over time.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Organizational Obsolescence, Drifting Tastes, and Age Dependence in Organizational Life Chances

Mens

Hannan

Pólos

2015

Organization Science

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V arious patterns of age dependence in hazards of organizational failure have been documented: liabilities of newness, adolescence, and obsolescence. Prior efforts at providing a unified theory that can accommodate these patterns as special cases have not dealt properly with obsolescence. We tackle this problem by proposing a new model that builds on the most recent unification attempt while integrating the core intuition behind obsolescence: organizations have trouble adapting to drifting environments, which leads to declining performance and, in turn, to decreasing viability. In doing so, we develop a comprehensive representational framework to precisely characterize obsolescence. Our perspective builds on recent theory and research that treats categories as constructions by audiences. We characterize environmental drift as changing audience tastes in a multidimensional feature space and organizational inertia as a decreasing ability for producers to move quickly in that space. This combination creates obsolescence with aging. We then integrate this perspective with prior theory to make novel predictions regarding the age dependence in life chances over the life courses of organizations. We also show how the predictions of our theory can be tested empirically by adapting Levinthal's random walk model [Levinthal DA (1991) Random walks and organizational mortality. Admin. Sci. Quart. 36(3):397-420] to incorporate the possibility of organizational obsolescence.

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Organizational Mortality in the Newspaper Industries of Argentina and Ireland: An Ecological Approach

Cited by 393 publications

References 13 publications

The 3D printing order: variability, supercenters and supply chain reconfigurations

The 3D printing order: variability, supercenters and supply chain reconfigurations

The Role of Organizational DNA in Improving Organizational Performance: A Study on the Industrial Companies in Egypt

Organizational Obsolescence, Drifting Tastes, and Age Dependence in Organizational Life Chances

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