Difference between revisions of "Resetting the Clock: The Dynamics of Organizational Change and Failure"

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'''Source:''' http://www.jstor.org/stable/2393254  
 
'''Source:''' http://www.jstor.org/stable/2393254  
  
'''Keywords: [[:Category:Change|change]], [[:Category:Case study|case study]], [[:Category:Organization|organization]], [[:Category:Revolt|revolt]], [[:Category:Remember|remember]]
+
'''Keywords: [[:Category:Business|business]], [[:Category:Case study|case study]], [[:Category:Change|change]], [[:Category:Crisis|crisis]], [[:Category:Management|management]], [[:Category:New Combination|new combination]], [[:Category:Organization|organization]], [[:Category:Quantitative|quantitative]], [[:Category:Remember|remember]], [[:Category:Revolt|revolt]], [[:Category:Theory oriented|theory oriented]]
  
 
'''Abstract:''' This paper 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 organization's life cycle.
 
'''Abstract:''' This paper 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 organization's life cycle.

Revision as of 03:14, 14 May 2013

Author: Amburgey, Terry L. , Kelly Dawn and Barnett, William P.

Title: Resetting the Clock: The Dynamics of Organizational Change and Failure

Year of Publication: March 1993

Journal: Academy of Management Proceedings

Volume: 38 Issue: 1

Source: http://www.jstor.org/stable/2393254

Keywords: business, case study, change, crisis, management, new combination, organization, quantitative, remember, revolt, theory oriented

Abstract: This paper 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 organization's life cycle.