Hannan, M. T. and Pólos, L. and Carroll, G. R. (2003) 'Cascading organizational change.', Organization science., 14 (5). pp. 463-482.
This article develops a formal theory of the structural aspects of organizational change. It concentrates on changes in an organization's architecture, depicted as a code system. It models the common process whereby an initial architectural change prompts other changes in the organization, generating a cascade of changes that represents the full reorganization. The main argument ties centrality of the organizational unit initiating a change to the total time that the organization spends reorganizing and to the associated opportunity costs. The central theorem holds that the expected deleterious effect of a change in architecture on the mortality hazard increases with viscosity and the intricacy of the organizational design.
|Keywords:||Organizational change, Cascades, Organizational mortality.|
|Full text:||Full text not available from this repository.|
|Publisher Web site:||http://dx.doi.org/10.1287/orsc.14.5.463.16763|
|Record Created:||22 Mar 2007|
|Last Modified:||31 Mar 2011 11:00|
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