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Radical Organizational Change. Presented by Amanda Hinojosa. Radical change Focus on whether and how an organization can move from one organizational form to another. Background. 1960s-change seen as non-problematic, assumed it would happen when necessary Structural-contingency theory
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Radical Organizational Change Presented by Amanda Hinojosa
Radical change Focus on whether and how an organization can move from one organizational form to another
Background • 1960s-change seen as non-problematic, assumed it would happen when necessary • Structural-contingency theory • Strategic choice theory • 1970s-change became seen as problematic, highlight obstacles hindering change • Resource-dependency theory • Configuration theory • Institutional theory • Ecological theory
Background • Organizations reactive, environments determinant • Structural-contingency theory • Institutional theory • Ecological theory • Organizations proactive, can shape their environment • Resource-dependence • Strategic Choice
Theories of Organizations 1960-1985 • Structural-contingency theory • Strategic Choice • Configuration Theory • Behavioral Theory of the Firm • Resource dependence • Ecological Theories • Networks
CHANGE according to:Structural-Contingency Theory • Organizations out of alignment will move to gain a better fit • I.e. if environment becomes uncertain, organization will become more flexible
CHANGE according to:Strategic Choice • Organizations are driven by their contingencies • Executives have minimal discretion in designing their organizations • Organizations can choose not to adapt (Child, 1972) • Critique: Donaldson (2001) says evidence disconfirms strategic choice: choice over structure is limited
CHANGE according to:Configuration Theory • Miller and Friesen 1980; 1982;1984; Miller 1981; 1982) • Strategies, structures and processes should be considered holistically • Orchestrating themes • Momentum and Simplicity work against change
CHANGE according to:The Behavioral Theory of the Firm • Cyert and March (1963): How organizations adapt to their environments • Adaptation to shifting circumstances is normal • Change is evolutionary (not dramatic) • Firm’s history, encoded in its routines, shapes and reproduces its responses • Elaborates the routines used by organizations as they seek alignment with their context and explains why radical change occurs less frequently than convergent change • Gives precision to why change happens • Identifies the importance of aspiration defined performance feedback • The theory underlines that organizational adaptation is dynamic, an ongoing consequence of organizational learning.
CHANGE according to:Resource-Dependency Theory • Pfeffer and Salancik (1978), Aldrich (1979) • Acknowledges the interaction of market and regulatory structures. • Organizations attempt to control their contexts • Connects exogenous shifts to 2 intra-organizational dynamics • Cognitive frames of senior executives • Distribution of power between functional groups • Focuses on the economic context, introduces importance of regulatory structures
CHANGE according to:Neoinstitutional Theory • Tolbert and Zucker (1983) • Process model of change (pre, semi, full institutionalization) • Institutionalized norms and values affect the choice-set and choice processes available to organizations • Level of focus is the organizational field • Recognition that insititutionalized structures embody patterns of power and privilege.
CHANGE according to:Ecological Theories • Structural inertia theory—timely organizational adaptation is difficult to achieve • Routines lead to reliability but also make organizations resistant to structural change • Macro-contextual factors interact with organizational actions to constantly produce novel organizational forms • Specifies the exogenous variables that affect organizational alignment and shape organizational performance • Ability of organizations to achieve adaptive change is not evenly distributed
CHANGE according to:Network Theories • Reinforces that organizational change cannot be understood without giving proper attention to the interorganizational network level of analysis • Ability of organizations to change is affected by their embeddedness within a network of organizations, which affects speed and content of change • New organizational forms are likely to arise from the periphery of the field because central organizations are more caught within the reproductive network of exchanges
Three Theories of Change • Punctuated Equilibrium • Determinants and locus of change • How manage organizations manage change • Neo-Institutional approach to change • How changes occur in the choice-set of available forms • Continuity and change • Change at the organizational level
1. Punctuated Equilibrium • Periodicity of change • Dynamics of Change (Why does change occur and where) • Whether organizations can adapt (what are the enabling factors?) Tushman and Rosenkopf 1992
Periodicity of Change • Technological discontinuities punctuate and destabilize prevailing market practices • Era of ferment where competing expressions of the new technology struggle for adoption. • Dominant design emerges • Incremental changes improve the dominant design
Dynamics of Change • Why organizations change? • Technological discontinuities that destroy or enhance the competence of existing firms (Tushman • Where change occurs • Competence-enhancing technologies more likely to originate from incumbents • Competence-destroying technologies are promoted by new start-ups
What circumstances enable or constrain organizational adaptation? • Organizational forms- the ambidextrous organization (O’Reilley & Tushman 2004) • Separate structures used for exploiting current technologies and facilitating breakthrough technologies • External integrative capability—identify and synthesize knowledge from outside the firm • Complementary assets such as marketing and distribution systems or service networks (Teece 1986) • Enables orgs to ‘buy time’ for adaptation
2. Neo-Institutional approach to change • Approaches radical change as change in the range of socially legitimated forms • Notes the differential embeddedness of organizations within fields—proivdes clues to locus of institutional entrepreneurship • Articulates the role of theorization in the legitimation of new forms—explicit attention to use of language • Addresses why some organizations change and others don’t by pointing to intraorganizational dynamics that link organizations to their context and direct their responses to it
Stages of Change • Institutionalization • Deinstitutionalization • Arises from precipitating jolts or endogenous sources (i.e. contradictions) • Pre-institutionalization • Localized institutional entrepreneurship (peripheral players) • Emphasis on pragmatic legitimacy • Theorization • Process whereby new organizational forms gain legitimacy and how renegotiations of meaning take place • Diffusion
3. Continuity and change • No single theory of change, because orgs are different in their specific contexts and histories • Content of change-the what of change • Characteristics of the change • Outer and inner context- the why of change • Outer-economic, political and social environment • Inner-capacity of organization to recognize the need for change and to formulate & implement a response • Process-the how of change • Actions, reactions and interactions of the various interested parties as they negotiate around proposals for change
Change is problematic because: • Cognitive frames that blind org. members to the need for change • Modern organizational forms are more complex than predecessor forms • Holistic nature of organizational systems • Multiple parts of the org. have to move before performance benefits begin to be realized
Will change occur? • Change will not occur without sustained market or institutional pressures • Pressures must be recognized by skillful leaders who prepare organizations for change by delegitimating existing frames and legitimating new ones • Leaders must juggle between persuading members to change and making change occur speedily
Leadership processes • Effective processes include simplifying mechanisms that guideand stabilize progress towards change • Leadership has to recurrently simplify the purpose of change (why) and the processes of achieving it (how)
Current questions about Change • What are the dynamics that precipitate change? • Where do new organizational forms arise and how is the choice-set of socially approved organizational templates extended or revised? • What are the temporal and organizational processes by which change unfolds? • Can change be successfully managed, and if so, how?
Emerging questions • In what ways do institutional and market structures interact with each other? • What are the consequences of change? • Where and how do new organizational forms arise? • To what extent and by which means can organizations exercise choice between choice-sets? • What are the consequences of organizations moving within a choice-set? (i.e. vertically integrated M-form to geographically dispersed organizational network)