Journal ArticleDOI
Explaining Development and Change in Organizations
TLDR
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.Abstract:
This article introduces four basic theories that may serve as building blocks for explaining processes of change in organizations: life cycle, teleology, dialectics, and evolution. These four theories represent different sequences of change events that are driven by different conceptual motors and operate at different organizational levels. This article identifies the circumstances when each theory applies and proposes how interplay among the theories produces a wide variety of more complex theories of change and development in organizational life.read more
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Dynamics of Organizational Routines: A Generative Model
TL;DR: The model demonstrates that variation and selective retention of patterns of action are necessary and sufficient to explain the features of organizational routines that are most relevant in relation to dynamic capabilities, such as formation, inertia, endogenous change, and learning.
Journal ArticleDOI
Theory Construction as Disciplined Reflexivity: Tradeoffs in the 90s
TL;DR: The article as mentioned in this paper presents the author's commentary on papers published in the October 1999 issue of “Academy of Management Review.” The author explains that throughout the 1990s, many of the articles published did not offer modifications and suggestions that would enhance the field of management research and organizational methodologies.
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Towards an organic perspective on strategy
TL;DR: An organic perspective is proposed that combines the insights and coherence of the mechanistic perspective with the more relevant organic ideas, and makes use of the organic assumptions to advance a view of strategy as an adaptive coordination, and introduces the Organization–Environment–Strategy–Performance (OESP) integrative theoretical model.
Book
Changing Organizational Culture: Cultural Change Work in Progress
Mats Alvesson,Stefan Sveningsson +1 more
TL;DR: In this paper, the authors present a case study on organizational and cultural change in the context of Hyperculture, focusing on the lack of consistency and expressiveness in Cultural Change Work and Disconnected Work.
Journal ArticleDOI
Entrepreneurship as a Process: Toward Harmonizing Multiple Perspectives:
Peter W. Moroz,Kevin Hindle +1 more
TL;DR: In this article, the authors evaluate published models of entrepreneurial process to discover what scholars have argued about what entrepreneurs do and how they do it (the processes they use) and to seek out any key commonalities that scholars claim are associated with the phenomenon.
References
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Capitalism, Socialism and Democracy
TL;DR: In this paper, the authors present a history of the first half of the 20th century, from 1875 to 1914, of the First World War and the Second World War.
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The Social Construction of Reality
TL;DR: Scheleris et al. as mentioned in this paper proposed a sociologijos disciplinos raida, which is a discipline for sociologists to discipline themselves in the discipline of social sciences.