Exploring Continuous Organizational Transformation: Morphing through Network Interdependence

Stebbings, Heather; Braganza, Ashley

doi:10.1080/14697010902727161

Cited by 13 publications

(9 citation statements)

References 39 publications

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“…In effect, as an organization expands its capacity to change within an increasingly dynamic environment, one would expect faster and faster shifts between states. At the limit, these changes would appear to be continuous (Brown & Eisenhardt, 1997) as described in recent models of "continuous morphing" (Rindova & Kotha, 2001;Stebbings & Braganza, 2009). In other words, as the pace of change increases, the cognitive structures that insure reliability become more flexible; at the same time, the identity of the organization extends beyond the "walls of the company," dramatically increasing the interdependence between the venture and its environment.…”

Section: How Organizations Make Transitions Between Statesmentioning

confidence: 99%

A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship

Levie

Lichtenstein

2010

Entrepreneurship Theory and Practice

293

268

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Stages of growth models were the most frequent theoretical approach to understanding entrepreneurial business growth from 1962 to 2006; they built on the growth imperative and developmental models of that time. An analysis of the universe of such models (n = 104) published in the management literature showed no consensus on basic constructs of the approach, and no empirical confirmation of stages theory. However, by changing two propositions of stages theory, a new dynamic states approach was derived. The dynamic states approach has far greater explanatory power than its precursor, and is compatible with leading edge research in entrepreneurship.

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Section: How Organizations Make Transitions Between Statesmentioning

confidence: 99%

A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship

Levie

Lichtenstein

2010

Entrepreneurship Theory and Practice

293

268

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“…It is estimated that 46 percent of organizations are undergoing three or more complex changes at any one time (Bareil et al , 2007). For most organizations implementing change is a risky endeavor (Stebbings and Braganza, 2009) and there seems to be a general consensus between practitioners and academics that few are successful when trying to implement change (Haines et al , 2005; Kotter, 1996, 2008). It is estimated that 70 percent of organizational change initiatives fail completely (Beer and Nohria, 2000).…”

Section: Introductionmentioning

confidence: 99%

Exploring organizational change best practice: are there any clear‐cut models and definitions?

Hallencreutz

Turner²

2011

International Journal of Quality and Service Sciences

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PurposeThe purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature.Design/methodology/approachThis paper builds on previous research to define a model of evidence‐based change management base practice. A structured literature review is used to search for contemporary models and definitions of organizational change best practice.FindingsNo consistent definitions of organizational change best practice are to be found in the literature.Originality/valueThe paper provides a snapshot of the current literature on organizational change best practice. Implications of the findings on organizational change best practice are discussed and further research suggested.

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“…To account for the sequencing and linearity of change (Amis et al, 2004), the process of change can be summarized as consisting of several distinct phases, the precise details of which vary from one author to another. This does not exclude major arguments on the continuity of change (Stebbings and Braganza, 2009). For example, Vandangeon-Derumez (1998) refers to the following three phases: maturation, uprooting and rooting, which are close to the generally accepted phases of Lewin: unfreezing, moving, and refreezing (Lewin, 1951;Goodstein and Burke, 1991;Schein, 1996;Burnes, 2004).…”

Section: Temporality Of Changementioning

confidence: 99%

The Role of Control Systems in the Process of Change: Application to a Family Business Succession

Herriau

Touchais

2014

Journal of Change Management

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International audienceThis article examines the controllable nature of organizational change. Its purpose is to provide a new reading of the process of change via the instrumentation of control that an organization can put in place. How do control systems intervene in the process of organizational transformation? How can they be used to shake up long-standing practices and justify thechanges required? These research questions are answered by combining the results from the control system and organizational fields of research. This allows the authors to analyse the link between control systems and the different aspects of change: radicality, intentionality and temporality. The conceptual framework is then tested via a case study of a family business succession. This article makes several major contributions. First, it shows that there is a dynamicinteraction between control and change: its radicality (evolutionary–revolutionary), its intentionality (built–prescribed) and its temporality (unfreezing, moving and refreezing). Furthermore, it demonstrates that control systems are able to structure a family business succession by inducing suitable behaviours. In addition, it provides an understanding of how individual and organizational learning, which are necessary in situations of change, can be initiated and tallied with control systems

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Exploring Continuous Organizational Transformation: Morphing through Network Interdependence

Cited by 13 publications

References 39 publications

A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship

A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship

Exploring organizational change best practice: are there any clear‐cut models and definitions?

The Role of Control Systems in the Process of Change: Application to a Family Business Succession

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