Resetting the clock : the dynamics of organizational change and failure.

By:

Amburgey, Terry L

Contributor(s):

Material type: Text

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

Tags from this library: No tags from this library for this title. Log in to add tags.

Average rating: 0.0 (0 votes)

Holdings
Item type	Current library	Collection	Call number	Status	Date due	Barcode
Books	Australian Emergency Management Library	BOOK	658.406 RES (Browse shelf(Opens below))	Available		005728342

Browsing Australian Emergency Management Library shelves, Collection: BOOK Close shelf browser (Hides shelf browser)

Previous	No cover image available No cover image available			No cover image available No cover image available		No cover image available No cover image available		Next
Previous	658.406 CRI Learnscaping : getting things done in organizations /	658.406 LEA A learning approach to change.	658.406 MIL The lessons learned handbook : practical approaches to learning from experience /	658.406 RES Resetting the clock : the dynamics of organizational change and failure.	658.408 ENV Environmental risk communication : principles and practices for industry /	658.408 ESS Essential management activities to support effective disaster planning.	658.408 HAY Emergency management concepts for industry & business.	Next

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

There are no comments on this title.

to post a comment.