Home About us Contact
|
Home About us Contact | ||
|
|
||
Structural Inertia (structural + inertia)
Selected AbstractsThe Determinants of Organizational Change and Structural Inertia: Technological and Organizational FactorsJOURNAL OF ECONOMICS & MANAGEMENT STRATEGY, Issue 4 2002Massimo G. Colombo There are a growing body of theoretical work, wide anecdotal evidence, and a few large-scale empirical studies supporting the view that business firms quite rarely change their organizational structure, a phenomenon usually referred to in the literature as structural inertia. The present paper aims to analyze empirically the determinants of structural inertia and organizational change. As far as we know, this work constitutes the first attempt to directly address such issues through econometric estimates based on a large, longitudinal dataset at plant level. For this purpose, we consider changes of the organizational structure within a sample composed of 438 Italian manufacturing plants observed from 1975 to 1996. More precisely, we specify and test a duration model of the likelihood of an individual plant changing the number of hierarchical tiers after a spell r, provided that no change has occurred up to T. We also analyze the direction of change, distinguishing increases from decreases of the number of managerial layers. We consider a set of plant- and industry-specific explanatory variables that are expected to induce or oppose organizational change. The findings show that the adoption of advanced manufacturing technologies and new human-resources management practices favors organizational change. On the contrary, the presence of sunk costs and the extent of influence activities figure prominently in explaining structural inertia of business organizations. [source] From Mass Production to Mass Customization: Hindrance Factors, Structural Inertia, and Transition HazardPRODUCTION AND OPERATIONS MANAGEMENT, Issue 3 2008M. Johnny Rungtusanatham Research on mass customization has largely overlooked the issue of organizational change associated with the mass production-to-mass customization transition. To address this gap in the literature, we conduct a longitudinal case study of a manufacturing facility belonging to a division of a Fortune 1000 discrete manufacturing firm as it seeks to transition from mass production to mass customization. We empirically identify five factors hindering the mass production-to-mass customization transition within the research site and articulate five corresponding generalizations explaining how and why these hindrance factors relate to the mass production-to-mass customization transition hazard beyond the research site (i.e., how and why the five hindrance factors, in general, threaten the likelihood of a successful mass production-to-mass customization transition). We then theoretically validate the five hindrance factors and corresponding generalizations by mapping them onto the antecedents and tenets of structural inertia theory. We conclude with a brief discussion of the scientific and pragmatic significance of the findings and highlight opportunities for future research. [source] The Determinants of Organizational Change and Structural Inertia: Technological and Organizational FactorsJOURNAL OF ECONOMICS & MANAGEMENT STRATEGY, Issue 4 2002Massimo G. Colombo There are a growing body of theoretical work, wide anecdotal evidence, and a few large-scale empirical studies supporting the view that business firms quite rarely change their organizational structure, a phenomenon usually referred to in the literature as structural inertia. The present paper aims to analyze empirically the determinants of structural inertia and organizational change. As far as we know, this work constitutes the first attempt to directly address such issues through econometric estimates based on a large, longitudinal dataset at plant level. For this purpose, we consider changes of the organizational structure within a sample composed of 438 Italian manufacturing plants observed from 1975 to 1996. More precisely, we specify and test a duration model of the likelihood of an individual plant changing the number of hierarchical tiers after a spell r, provided that no change has occurred up to T. We also analyze the direction of change, distinguishing increases from decreases of the number of managerial layers. We consider a set of plant- and industry-specific explanatory variables that are expected to induce or oppose organizational change. The findings show that the adoption of advanced manufacturing technologies and new human-resources management practices favors organizational change. On the contrary, the presence of sunk costs and the extent of influence activities figure prominently in explaining structural inertia of business organizations. [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] | ||||||||||