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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Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance
G. T. Lumpkin,Gregory G. Dess +1 more
TL;DR: In this article, a contingency framework for investigating the relationship between entrepreneurial orientation and firm performance is proposed. But the authors focus on the business domain and do not consider the economic domain.
Journal ArticleDOI
Strategies for Theorizing from Process Data
TL;DR: In this paper, the authors describe and compare a number of alternative generic strategies for the analysis of process data, looking at the consequences of these strategies for emerging theories, and evaluate the strengths and weaknesses of the strategies in terms of their capacity to generate theory that is accurate, parsimonious, general, and useful.
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
A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature
Mary Crossan,Marina Apaydin +1 more
TL;DR: In this article, a systematic review of literature published over the past 27 years, synthesize various research perspectives into a comprehensive multi-dimensional framework of organizational innovation - linking leadership, innovation as a process, and innovation as an outcome.
Journal ArticleDOI
Stakeholder Influence Strategies
TL;DR: In this article, the authors use resource dependence theory to investigate two questions: what types of influence strategies do stakeholders have available, and what determines which type the stakeholders choose to use?
References
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Journal Article
Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation
Journal ArticleDOI
Punctuated equilibria; the tempo and mode of evolution reconsidered
Stephen Jay Gould,Niles Eldredge +1 more
TL;DR: It is argued that virtually none of the examples brought forward to refute the model of punctuated equilibria can stand as support for phyletic gradualism; many are so weak and ambiguous that they only reflect the persistent bias for gradualism still deeply embedded in paleontological thought.
Journal ArticleDOI
Innovation: Mapping the winds of creative destruction☆
TL;DR: In this article, the authors developed a framework for analyzing the competitive implications of innovation based on the concept of transilience, i.e., the capacity of an innovation to influence the established systems of production and marketing.
Journal ArticleDOI
Revolutionary change theories: a multilevel exploration of the punctuated equilibrium paradigm
TL;DR: Models from six domains are compared to explicate the punctuated equilibrium paradigm and show its broad applicability for organizational studies: how it is triggered, how systems function during such periods, and how it concludes.
Journal ArticleDOI
Organizations and Environments.
TL;DR: Aldrich's organizational change model as mentioned in this paper focuses on the processes of variation, selection, retention, and struggle of an organization and its environment, and is used to understand the societal context within which founders create organizations.