Revisiting the fit–performance thesis half a century later: a historical financial analysis of Chandler's own matched and mismatched firms

Aupperle, Kenneth E.; Acar, William; Mukherjee, Debmalya

doi:10.1080/00076791.2013.790369

Cited by 11 publications

(6 citation statements)

References 61 publications

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“…Thus restructurings are discontinuous in that the basic structure of reporting relationships is fundamentally changed organization-wide. Such restructurings are generally occasional: strategy-structure misfits often endure a decade or more (Aupperle et al 2013). Even if necessary, discontinuous restructurings can be highly disruptive and "painful" (Tushman and O'Reilly 1996).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Change Escalation Processes and Complex Adaptive Systems: From Incremental Reconfigurations to Discontinuous Restructuring

Girod

Whittington

2015

Organization Science

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T his study examines when "incremental" change is likely to trigger "discontinuous" change, using the lens of complex adaptive systems theory. Going beyond the simulations and case studies through which complex adaptive systems have been approached so far, we study the relationship between incremental organizational reconfigurations and discontinuous organizational restructurings using a large-scale database of U.S. Fortune 50 industrial corporations. We develop two types of escalation process in organizations: accumulation and perturbation. Under ordinary conditions, it is perturbation rather than the accumulation that is more likely to trigger subsequent discontinuous change. Consistent with complex adaptive systems theory, organizations are more sensitive to both accumulation and perturbation in conditions of heightened disequilibrium. Contrary to expectations, highly interconnected organizations are not more liable to discontinuous change. We conclude with implications for further research, especially the need to attend to the potential role of managerial design and coping when transferring complex adaptive systems theory from natural systems to organizational systems.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Change Escalation Processes and Complex Adaptive Systems: From Incremental Reconfigurations to Discontinuous Restructuring

Girod

Whittington

2015

Organization Science

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“…In contrast with some critiques of the SSP construct, who question its applicability in high-velocity environments (reviewed by Amitabh and Gupta, 2010; Aupperle et al., 2014) and cast doubt also on the direction of causality between the components of SSP (Galan and Sanchez-Bueno, 2009; Pertusa-Ortega et al., 2010), it is argued that Chandler’s logic is applicable in a crisis/post-crisis environment. Note that we do not investigate the ‘performance’ element in Chandler’s SSP: our investigations are limited to the existence of a causal association between the crisis (which is the environment component of Chandler’s extended thesis – Child, 1972; Rumelt, 1974) and the transformational changes that reorganized the structures of the surveyed MNCs, as they were perceived by the executives who were interviewed.…”

Section: Conceptual Framework – Organizational Restructuring In Turbumentioning

confidence: 98%

“…For a comprehensive review of the complex relation between the individual components of the construct seeAupperle et al, 2014. …”

mentioning

confidence: 99%

Post-crisis developments in multinational corporations’ global organizations

Szalavetz

2016

Competition & Change

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This paper investigates multinational corporations' (MNCs') organisational responses to the global financial crisis. Relying on qualitative content analysis of the annual reports of MNCs in the automotive, electronics and machinery industries, and drawing on the results of interviews made with senior local executives, the association between the adverse turn in the business cycle and MNCs' organisational reconfiguration actions is analysed, together with the key drivers of organisational restructuring. We find that the global crisis has reinforced and intensified ongoing organisational reconfiguration trends and argue that crisis-prompted responses need to be separated from fundamental organisational transformation catalysed by the crisis. Strategic organisational realignment programmes have been driven by long-standing technological and market trends rather than by transient developments.

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“…Les idées que Chandler a élaborées quant au développement des structures organisationnelles modernes ont par exemple grandement alimenté la théorie des coûts de transaction (Williamson, 1981). Les théorisations de Chandler sont elles-mêmes régulièrement remises en question et affinées à l'aune de nouveaux jeux de données historiques (Aupperle et al, 2014 ;Raff, 2019 ;Van Driel et al, 2007).…”

Section: Mettre à L'épreuve Des Propositions Théoriques Nouvelles Et ...unclassified

L’approche historique en marketing et sur la consommation : apports et programmes de recherche

Gorge

Galluzzo

2021

Recherche et Applications en Marketing (French Edition)

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Revisiting the fit–performance thesis half a century later: a historical financial analysis of Chandler's own matched and mismatched firms

Cited by 11 publications

References 61 publications

Change Escalation Processes and Complex Adaptive Systems: From Incremental Reconfigurations to Discontinuous Restructuring

Change Escalation Processes and Complex Adaptive Systems: From Incremental Reconfigurations to Discontinuous Restructuring

Post-crisis developments in multinational corporations’ global organizations

L’approche historique en marketing et sur la consommation : apports et programmes de recherche

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