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Organizational Adaptation (organizational + adaptation)
Selected AbstractsGovernmental participation and the organizational adaptation of Green parties: On access, slack, overload and distressEUROPEAN JOURNAL OF POLITICAL RESEARCH, Issue 2006BENOÎT RIHOUX On the one hand, a series of hypotheses with regards to the possible link between prior organizational adaptation and eventual access to governmental participation are examined. On the other, the opposite question is addressed: that of the potential impact of governmental participation , and, more recently, exit from government , on further organizational adaptation. Following both a qualitative and a qualitative comparative (QCA) analysis, one ultimately identifies a link between prior organizational adaptation and eventual access to government, but a much more indirect and contrasted link between governmental participation (and exit from government) and further organizational adaptation. [source] Adaptation in new technology-based ventures: Insights at the company levelINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2006Petra Andries Recent research shows that, owing to the presence of uncertainty and ambiguity, new ventures have great difficulties in defining a viable business model from the outset and that minor or major adaptations to this initial business model are needed as the venture evolves. Technology-based companies are confronted with particularly high degrees of uncertainty and ambiguity. This paper therefore focuses on new technology-based ventures as a special case worth investigating. Most of the entrepreneurship literature studies adaptation at the individual level. However, many new technology-based firms are founded by a team of entrepreneurs. This paper therefore looks at how existing literature at the company level can inform us about adaptation in new technology-based companies. It starts by relating the concept of adaptation in new technology-based ventures to the existing literature on organizational adaptation at the firm level. Based on an overview of existing literature at the firm level, a propositional model is then put forward, describing (1) the process of adaptation and (2) the factors enabling adaptation in new technology-based ventures. [source] Co-evolutionary Dynamics Within and Between Firms: From Evolution to Co-evolutionJOURNAL OF MANAGEMENT STUDIES, Issue 8 2003Henk W. Volberda abstract The extensive selection,adaptation literature spans diverse theoretical perspectives, but is inconclusive on the role of managerial intentionality in organizational adaptation. Indeed this voluminous literature has more to say about selection and sources and causes of structural inertia than about self-renewing organizations that might counteract such inertia. In this introductory essay, we identify four co-evolutionary generative mechanisms (engines) , naïve selection, managed selection, hierarchical renewal and holistic renewal , which illustrate the extensive range of evolutionary paths that can take place in a population of organizations. In particular, the managed selection engine provides the foundations of the underlying principles of co-evolving self-renewing organizations: managing internal rates of change, optimizing self-organization, and balancing concurrent exploration and exploitation. However, it is altogether clear that empirical co-evolution research represents the next frontier for empirically resolving the adaptation selection debate. The essay concludes with a discussion of requirements for co-evolutionary empirical research and introduces the empirical papers in this Special Research Symposium. [source] Regulatory reform and managerial choice: an analysis of the cost savings from airline deregulationMANAGERIAL AND DECISION ECONOMICS, Issue 2-3 2008Margaret Peteraf This paper explores the question of how the differential exercise of managerial choice can facilitate organizational adaptation and improve efficiency over periods of regulatory change. We address this question in the context of the US airline industry, with a detailed decomposition of an airline cost function. Our findings suggest that managers employ choice in unconstrained domains to counteract the effects of constrained or pre-determined choices. This is an adaptive mechanism that helps firms adjust to environmental change or maneuver over a rugged landscape. We view this as a type of dynamic managerial capability for achieving dynamic fit under changing conditions. Copyright © 2008 John Wiley & Sons, Ltd. [source] Determinants of Organizational Flexibility: A Study in an Emerging EconomyBRITISH JOURNAL OF MANAGEMENT, Issue 2 2006Andrés Hatum This paper examines the processes of organizational adaptation and competitiveness of firms in an emerging economy. The study is set in the Argentinian context of the 1990s when a combination of economic and political change triggered a massive change in the competitive context of indigenous firms. Two highly flexible firms and two less-flexible firms are studied from the pharmaceutical and edible oil industries and longitudinal data are supplied to explore the determinants of organizational flexibility in those organizations. [source] | ||||||||||