Sector‐specific Patterns of Organizational Design Change*

Abstract

Recent approaches to understanding change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. The sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (IGtchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value-structure relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. Using these design archetypes as a model for change, tracks were identified that provided an indication of the degree and direction of change and the extent to which design coherence was maintained. This paper shows that there is variety in organizational design coherence and that this is related to patterns of change. In addition, reorientations to a new design are signalled by changes in structures or systems that are central to the organization's purpose and as such can have a high impact on moving the organization to a new design.

Drivers of and Barriers to Professionalization in International Sport Federations

“…Examples at the internal level include for instance the hiring of paid managers and staff and their influence on the structure and dynamics of formerly voluntary organizations (Horch & Schütte, 2009), rationalisation processes (Chantelat, 2001;Slack & Hinings, 1987) and decision-making structures (Kikulis et al, 1992;Thibault et al, 1991). Based on extensive data collection from multiple NSOs, several scholars put forth typologies to describe and predict their structure-strategy patterns: Kikulis et al's (1992;1995) analyses of the impact of paid managers on decision-making structures resulted in the deduction of three design archetypes (kitchen-table, board room, executive office); and Thibault et al's (1991) investigation on NSOs' long-term strategic planning brought forward four strategic types (enhancers, innovators, refiners, explorers).…”

Aprendizagem organizacional e criação de conhecimento

“…A cultura predominante forma um arquétipo: uma composição particular de idéias, crenças e valores conectados a atributos estruturais. Os desenhos arquetípicos se configuram na base conceitual para a compreensão da mudança (KIKULIS et al, 1995) e da AO (STEIL, 2006). A cultura é importante para a aprendizagem organizacional porque atua como um símbolo e um repositório da aprendizagem acumulada e também como um instrumento que comunica essa aprendizagem para toda a organização (WEICK;WESTLEY, 1996).…”

International Business Research, Vol.1, No.2, April 2008

“…In recent years change has become an increasingly prevalent feature of organisational life (Amis, Slack & Hinings, 2004). Concomitantly, and not surprisingly, the study of transitions between organisations has become a popular topic for academic research (Slack et al, 2002,Kikulis, 2000, Hinings, Thibault, Slack, & Kikulis, 1996, Kikulis, Slack & Hinings, 1992,1995a, 1995bMacintosh & Whitson, 1990;Slack, T & Hinings, 1992. To date a lot of this research has focused on the structural change, but very little has focused on the impact it has had on those who serve as foundation to National Governing Bodies in sport.…”