Cookies

We use cookies to ensure that we give you the best experience on our website. By continuing to browse this repository, you give consent for essential cookies to be used. You can read more about our Privacy and Cookie Policy.


Durham Research Online
You are in:

The fog of change : opacity and asperity in organizations.

Hannan, M. T. and Pólos, L. and Carroll, G. R. (2003) 'The fog of change : opacity and asperity in organizations.', Administrative science quarterly., 48 (3). pp. 399-432.

Abstract

Initial architectural change in organizations often induces other subsequent changes, generating lengthy cascades of changes in subordinate units. This article extends a formal model of cascading organizational change by examining the implications for organizational change of the limited foresight of those who initiate such change about unit interconnections (structural opacity) and the normative restrictiveness imposed on architectural features by organizational culture (cultural asperity). Opacity leads actors to underestimate the lengths of periods of reorganization and the associated costs of change, thereby prompting them unwittingly to undertake changes with adverse consequences. Increased opacity and asperity lengthen the total time that the organization spends reorganizing and the associated opportunity costs; and the expected effect of an architectural change on mortality hazards increases with the intricacy of the organizational design, structural opacity, and the asperity of organizational culture. We illustrate the theory with an interpretation of the 1995 collapse of Baring Brothers Bank.

Item Type:Article
Full text:PDF - Published Version (156Kb)
Status:Peer-reviewed
Publisher Web site:http://dx.doi.org/10.2307/3556679
Publisher statement:Copyright of Administrative Science Quarterly is the property of Administrative Science Quarterly and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts).
Record Created:21 Aug 2008
Last Modified:15 Nov 2011 10:16

Social bookmarking: del.icio.usConnoteaBibSonomyCiteULikeFacebookTwitterExport: EndNote, Zotero | BibTex
Usage statisticsLook up in GoogleScholar | Find in a UK Library