Organizational Change and Organizational Mortality

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Authors: J.V. Singh, R.J. House, D.J. Tucker

Publication Year: 1986

Source: http://www.jstor.org/stable/2392965

Journal: Administrative Science Quarterly

Categories: Crisis, Quantitative, Crisis, Ecology, Organizational Change, Crisis, Ecology, Quantitative


Abstract

This study explores whether an ecological, an adaptation, or a random organizational action perspective more appropriately describes the impact of organizational change in a population of voluntary social service organizations. The results indicate that some changes are disruptive, some have no impact on organizational mortality, and others are adaptive. One plausible interpretation of the results is that the effects of organizational changes depend on the location of the changes in the organization -whether in the core or the periphery. Core changes, which are thought to be more disruptive, are best described by an ecological view. Peripheral changes are best described by an adaptation view. The study shows that selection and adaptation are complementary rather than contradictory views, and one clear implication is the need for simultaneous modeling of selection and adaptation processes to build a more complete theory of organizational change.