The Pace, Sequence, and Linearity of Radical Change

Amis, John; Slack, Trevor; Hinings, C. R.

doi:10.5465/20159558

Cited by 188 publications

(158 citation statements)

References 41 publications

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“…7 of leadership must be balanced by other aspects, it seems to be of high importance in transformational change because it must engage and include all members of the organization (Amis et al, 2004;Kezar and Eckel, 2002;Newhouse and Chapman, 1996;Pettigrew, 1987).…”

Section: Transformational Changementioning

confidence: 99%

The future trip: a story of transformational change

Brandt

Kjellström

Andersson

2019

JOCM

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Purpose The study of successful transformational change processes in organizations has been limited. The purpose of this paper is to understand a change process and the type of change that occurred in a pharmaceutical company in Sweden 2005–2014. Design/methodology/approach An interactive research design was used, and semi-structured interviews were conducted with 19 individuals, asking about their views on the change journey. Meetings and dialogue with leaders from the organization also took place. Observations from feedback meetings with leaders were included in the analysis. The results were analysed using a time-ordered display identifying key events, interpreted by a theoretical lens determining the type of change over a period of 10 years. Findings This was a transformational change caused by external pressure, supported by visionary and transparent leadership, collaborative methods aiming at broad involvement and systemic understanding. The results indicated a 40 per cent increase in productivity and altered organizational design and culture. Sense-making activities, persistent adoption of quality improvement tools, dispersed power and sequential change activities underpinned the success. Practical implications The results provide insight into the processes of transformational change. Change leaders were provided with knowledge, inspiration and insight when facing transformations. Social implications Increased prevalence of transformational change calls for new organizational competencies and altered roles for leaders and employees. There is a need for new ways of developing competence and new recruitment policies for leaders. Originality/value This case presents unique empirical evidence of a successful cultural transformation led by a leader using post-conventional principles.

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Section: Transformational Changementioning

confidence: 99%

The future trip: a story of transformational change

Brandt

Kjellström

Andersson

2019

JOCM

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“…Routines involve both structure and agency, suggesting benefits resulting from people interpreting them as they are implemented (Brueller et al, ). Additionally, set routines can enable faster responses to challenges, and rapid change during acquisition integration can minimise uncertainty and prevent resistance (Amis, Slack, & Hinings, ) to suggest acquirer routines can mitigate resistance. At the same time, internal challenges associated with acquisition integration have led to recognition that this is the “best time” for competitors to retaliate against an acquirer (King & Schriber, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy

2019

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Resilience has received increasing attention in organisational research; however, it has remained understudied in the context of acquisitions. This is surprising given acquisitions involve challenging events that would benefit from a consideration of organisational resilience. We outline how flexibility and redundancy, as dimensions of organisational resilience, influence acquisition outcomes. We find flexibility can lower negative impacts of competitor retaliation and employee resistance during acquisition integration, but this depends on a decentralised approach to managing integration. Additionally, it appears developing organisational resilience depends on acquisition experience.

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“…Strategy scholars recognize the critical role played by sequences of action in shaping and constraining firms' evolutionary history. For example, researchers have conceptualized strategy as a sequence of competitive actions impacting firm performance (Ferrier, 2001), documented the sequence of change in firms' transformational processes (Amis et al., 2004; Macintosh and Maclean, 1999), and studied the optimal sequence of market entry strategy (Delios and Henisz, 2003; Vermeulen and Barkema, 2002). Our focus is on the sequence patterns of firms' acquisition and alliance initiatives over their life history and their performance outcomes.…”

Section: Introductionmentioning

confidence: 99%

Sequence Patterns of Firms' Acquisition and Alliance Behaviour and their Performance Implications

Shi

Prescott

2011

J Management Studies

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Studying repetitive acquisition and alliance behaviours from a temporal perspective, we conceptualize a taxonomy of sequence patterns. Our approach defines sequences as the set of acquisition and alliances a firm initiates each year over its life-course. Using optimal matching techniques and clustering analysis, we empirically identify seven different sequence patterns and demonstrate that firm and performance attributes differ across these sequences and depending on the contingent effect of a firm's stage of development. We discuss the implications of our taxonomy and findings for our understanding of the temporal management of alliance portfolios and acquisition programmes.

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The Pace, Sequence, and Linearity of Radical Change

Cited by 188 publications

References 41 publications

The future trip: a story of transformational change

The future trip: a story of transformational change

Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy

Sequence Patterns of Firms' Acquisition and Alliance Behaviour and their Performance Implications

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