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Structural constraints on organizational change: A longitudinal analysis
Authors:Douglas L. Anderton  Joseph Conaty  George A. Miller
Affiliation:University of Utah, Salt Lake City, UT 84112, USA.
Abstract:
The results of a longitudinal study assessing the impact of internal constraints upon both organizational responsiveness to the environment and efforts to change structures for symbolic signaling of policy are presented. The causal model used is developed from a theoretical elaboration of Williamson, Thompson, and Meyer. The implications of the analysis for the signaling metaphor of organizational change are emphasized. The data indicate (i) that the varying resistance to change observed within core dimensions of organizational structure may be largely due to durable capital investments, (ii) that within capitalized dimensions of organizational structure, the resulting resistance to change leads to a longitudinal persistence of centralized decision making, and (iii) that failure to incorporate such constraints in analyses of organizational change leads to misleading results.
Keywords:Address correspondence to Douglas L. Anderton   Department of Sociology   University of Utah   Salt Lake City   UT 84112   USA.
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