Book ChapterDOI
Evolution and revolution as organizations grow. 1972.
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TLDR
In this paper, a small research company chooses too complicated and formalized an organization structure for its young age and limited size, and flounders in rigidity and bureaucracy for several years and is finally acquired by a larger company.Abstract:
A small research company chooses too complicated and formalized an organization structure for its young age and limited size. It flounders in rigidity and bureaucracy for several years and is finally acquired by a larger company.read more
Citations
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The Empowerment Process: Integrating Theory and Practice
TL;DR: The authors provided an analytical treatment of the construct and integrated the diverse approaches to empowerment found in both the management and psychology literatures, identifying certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.
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“Who Is an Entrepreneur?” Is the Wrong Question:
TL;DR: In this paper, the authors define entrepreneurship as "the creation of organizations" and argue that what differentiates entrepreneurs from non-entrepreneurs is that entrepreneurs create organizations, while non-Entrepreneurs do not.
Journal ArticleDOI
Explaining Development and Change in Organizations
TL;DR: In this article, the authors introduce four basic theories that may serve as building blocks for explaining processes of change in organizations: life cycle, teleology, dialectics, and evolution, which represent different sequences of change events that are driven by different conceptual motors and operate at different organizational levels.
Journal ArticleDOI
Organizational change and development
Karl E. Weick,Robert E. Quinn +1 more
TL;DR: Conceptualizations of inertia are seen to underlie the choice to view change as episodic or continuous, whereas continuous change follows the sequence freeze-rebalance-unfreeze.
Journal ArticleDOI
Top Management Team Demography and Corporate Strategic Change
TL;DR: The authors examined the relationship between the demography of top management teams and corporate strategic change, measured as absolute change in diversification level, within a sample of Fortune 500 companies, and found that top management team demography was correlated with strategic change.
References
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Journal ArticleDOI
Organizational Structure and the Multinational Strategy
TL;DR: Fouraker and Stopford as discussed by the authors found that organizations that have a diversified product line tend to have a decentralized, divisional structure and that the first type tends to concentrate on domestic markets, while the second type accounts for most of U.S. direct investment abroad.