Resetting the Clock: The Dynamics of Organizational Change and Failure

Amburgey, Terry L.; Kelly, Dawn; Barnett, William P.

doi:10.2307/2393254

Cited by 739 publications

(265 citation statements)

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“…Prior research suggests that the influence of organizational change is time-dependent (Amburgey, Kelly, & Barnett, 1993;Fischer & Pollock, 2004). Accordingly, I control for the number of years that passed since the time of each sample firm's IPO.…”

Section: Control Variablesmentioning

confidence: 99%

Institutional Investor Portfolio Stability and Post-IPO Firm Survival: A Contingency Approach

Reutzel¹

2012

IJBM

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This study examines the influence of institutional investor portfolio stability on the survival of 379 IPO firms that went public in 1997. I find a negative relationship between the amount of stable institutional investment in and newly public firms and post-IPO firm failure. Consistent with multiple agency theory I also find that outside director board control weakens the influence of stable institutional investment on post-IPO firm failure. These results provide support for multiple agency theory and highlight the importance of differences among and between principals and agents in the post-IPO setting.

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Section: Control Variablesmentioning

confidence: 99%

Institutional Investor Portfolio Stability and Post-IPO Firm Survival: A Contingency Approach

Reutzel¹

2012

IJBM

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“…Prior evidence shows that when ties are strong, partners are more willing to exchange information and cooperate for mutual benefits (Krackhardt, 1992). Due to resource and information limitations of firms in emerging economies which make them prone to liabilities and instability (Amburgey, Kelly, & Barnett, 1993;Stinchcombe, 1965), institutional ties can help to explain how and why some firms are able to survive, thrive, and grow despite the lack of significant firm-specific resources.…”

Section: Institutional Ties and Knowledge Acquisitionmentioning

confidence: 99%

The effect of institutional ties on knowledge acquisition in uncertain environments

Huang

Gao

2010

Asia Pac J Manag

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Institutional ties can contribute to a firm's performance in emerging economies because of the existence of ambiguous laws and unclear regulations. The main thrust of our argument is that a firm's choice of institutional ties needs to be congruent with the external environment and with industry characteristics. We test our proposed framework with survey data from 308 firms in China. The results indicate that, first, environmental uncertainty has a direct influence on institutional ties and knowledge acquisition, but second, a firm's industry position, although it likewise has an effect on knowledge acquisition, influences institutional ties in a U-shaped manner. Third, we find that institutional ties are positively related to knowledge acquisition.

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“…One major factor that decreases the potential for change is organizational inertia (Amburgey et al, 1993). Organizational inertia is the continuance of a way of doing things and it can be detrimental when substantial changes should be made (Teece et al, 1994).…”

Section: Changing the Business Planning Processmentioning

confidence: 99%

The business planning process: maintaining strategic fit

Bloodgood

2007

Strategic Change

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A wide range of business planning processes have been offered by academics and practitioners alike, yet little has been said about how firms should go about changing their process when managers perceive it to no longer be effective. ᭹ This paper uses a recent change in the business planning process by a US manufacturing firm to examine how the planning process can be effectively changed. In particular, the matching of the process to the current internal and external conditions the firm is facing is emphasized.from a contingency standpoint there is no single best way to plan. Rather, in following a contingency view, the situation determines which type of planning method will work best.The aim of this paper is to explain how a firm's business planning process can be changed to better reflect the changing internal and external conditions that a firm faces. For demonstration purposes, a US manufacturing firm that recently underwent business planning process changes is used to illustrate how these types of changes can be successfully made. In order to show how this process occurs and what the resulting outcomes look like, it is necessary to identify the critical internal and external conditions affecting this firm and their resulting influence on it. In addition, the business planning process changes that were made need to be delineated in order to demonstrate how the new business planning process better handles the firm's current situation. An overall recommendation that arises from this project is that firms should not only look at what new products they should produce or what new projects they should Strat. Change 16: 33-41 (2007) Published online in Wiley InterScience (www.interscience.wiley.com)

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Resetting the Clock: The Dynamics of Organizational Change and Failure

Cited by 739 publications

References 0 publications

Institutional Investor Portfolio Stability and Post-IPO Firm Survival: A Contingency Approach

Institutional Investor Portfolio Stability and Post-IPO Firm Survival: A Contingency Approach

The effect of institutional ties on knowledge acquisition in uncertain environments

The business planning process: maintaining strategic fit

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