Resetting the clock : the dynamics of organizational change and failure.
Material type:
TextLanguage: ENG Publication details: MAR 1993Description: 23 p. : illSubject: Suggests that, when viewed dynamically, organizational change can be both adaptive and disruptive. Similarly, when viewed over time, the same forces that make organizations inert also make them more malleable. These ideas are supported by dynamic models of organizational failure and change estimated on a population of 1,011 Finnish newspaper organizations over 193 years. Organizational changes are found to have two consequences: the first is an immediate increase in the hazard of organizational failure, and the second is an immediate increase in the likelihood of additional changes of the same type. In both cases, however, the immediate effect declines over time. Finally, the effects of change also depend on timing within the organisation's life cycle
| Item type | Current library | Collection | Call number | Status | Date due | Barcode | |
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Books
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Australian Emergency Management Library | BOOK | 658.406 RES (Browse shelf(Opens below)) | Available | 005728342 |
Bibliography: p. 72-73
Reprinted from Administrative Science Quarterly; 1993; Vol. 38; p. 51-73
Reprint
Suggests that, when viewed dynamically, organizational change can be both adaptive and disruptive. Similarly, when viewed over time, the same forces that make organizations inert also make them more malleable. These ideas are supported by dynamic models of organizational failure and change estimated on a population of 1,011 Finnish newspaper organizations over 193 years. Organizational changes are found to have two consequences: the first is an immediate increase in the hazard of organizational failure, and the second is an immediate increase in the likelihood of additional changes of the same type. In both cases, however, the immediate effect declines over time. Finally, the effects of change also depend on timing within the organisation's life cycle
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