Septembre 1995-~ai 1996 février 1997 C'est dans le bureau d'Elisabeth Szuyska, de réparties mi-plaisantes mi-sérieuses, que le nom de CONDOR survint. Elisabeth fut ainsi associée à la naissance même du séminaire, auquel elle participa activement à ses débuts. Elle préparait chaque année l'édition des Actes, rappelant à l'ordre les auteurs quand il le fallait, rassemblant les textes et les corrigeant avec le soin et la minutie qu'elle mettait en toute chose. Elle nous a quittés en 1996 et sa présence discrète et efficace nous manque aujourd'hui.. Ces Actes, avec les imperfections qu'ils peuvent comporter, lui sont dédiés.

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Abstract[Excerpt] Organizational theories, especially ecological perspectives, emphasize the disruptive effects of change. However, the mechanisms producing these effects are seldom examined explicitly. This article examines one such mechanism-employee turnover. Analyzing a sample of high-technology start-ups, we show that changes in the employment models or blueprints embraced by organizational leaders increase turnover, which in turn adversely affects subsequent organizational performance. Turnover associated with organizational change appears to be concentrated among the most senior employees, suggesting "old guard disenchantment" as the primary cause. The results are consistent with the claim of neoinstitutionalist scholars that founders impose cultural blueprints on nascent organizations and with the claim of organizational ecologists that altering such blueprints is disruptive and destabilizing. Organizational theories, especially ecological perspectives, emphasize the disruptive effects of change. However, the mechanisms producing these effects are seldom examined explicitly. This article examines one such mechanism-employee turnover. Analyzing a sample of high-technology start-ups, we show that changes in the employment models or blueprints embraced by organizational leaders increase turnover, which in turn adversely affects subsequent organizational performance. Turnover associated with organizational change appears to be concentrated among the most senior employees, suggesting "old guard disenchantment" as the primary cause. The results are consistent with the claim of neoinstitutionalist scholars that founders impose cultural blueprints on nascent organizations and with the claim of organizational ecologists that altering such blueprints is disruptive and destabilizing.

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