Dynamics of Drivers of Organizational Change by Nicole Zimmermann

By Nicole Zimmermann

Reaching organizational switch is a not easy managerial activity. usually, firms have problems in spotting the necessity to swap. Nicole Zimmermann investigates the limitations to, but in addition particularly the drivers of organizational switch. She locations exact emphasis on a systemic standpoint - utilizing procedure dynamics modeling - and uses a case learn of the circulation to digital buying and selling because the ny inventory trade. it's the first research of this transition from an organizational viewpoint. The causal and dynamic research finds the complexity of swap. From the case-specific in addition to from a accepted research, a structural version effects that's in a position to clarify how environmental and cognitive drivers, inertia and managerial consciousness engage.

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Extra resources for Dynamics of Drivers of Organizational Change

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Based on the opposed assumption of organizational inertia, this research questions the adaptability of organizations and focuses on organizational survival and decline in the evolution of entire populations. It also highlights the importance of routines for organizations which can serve both as an impediment and as a driver of change. The focus on routines as well as what is called the organizational ecology approach thus developed as an alternative to the adaptive theories of organizational change.

These organizations were also able to make small changes, even be highly innovative in their taken-for-granted strategy. Nevertheless they were too inert to deviate from that strategy. Organizational ecology assumes that organizational size and age increase inertia. Here, it is possible to distinguish internal constraints to adaptation and external pressure for stability. g. from the commitment to a certain type of technology—restrict the adaptive process as well as sub-optimal decision making due to information constraints or internal politics.

92 Studies support Hannan and Freeman’s hypothesis for old organizations, but overall they detect a hump-shaped relationship between organizational age and the probability of organizational death. Newly founded organizations are protected by initial material and immaterial resources that work as a buffer. 93 Contrary to this, other studies even found evidence for increas- 87 88 89 90 91 92 93 See Hannan and Freeman: Structural Inertia and Organizational Change, 1984, pp. 153–156; and Hannan and Freeman: Organizational Ecology, 1989, pp.

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