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INCREMENTAL AND REVOLUTIONARY STRATEGIC CHANGE AN EMPIRICAL TEST OF COMMON PREMISES

INCREMENTAL AND REVOLUTIONARY STRATEGIC CHANGE AN EMPIRICAL TEST OF COMMON PREMISES Two views of organizational change dominate the management literature. The incremental view holds that organizations experience largescale strategic changes quite slowly while the revolutionary view proposes that organizations experience long periods of relatively little strategic variation punctuated by short, intense periods of major change. Commonalties among the two change theories provide the basis for a study of 101 businesses over a six year period. The research examines two theoretical implications change is bimodally and discretely distributed and skewed toward incremental strategic change, and firms undergoing revolutionary strategic change will be more likely to experience simultaneous changes on multiple organizational dimensions than firms undergoing incremental strategic change. Consistent with Proposition 1, it was found that change is skewed toward incremental, but also that change is unimodal and continuously distributed, contrary to Proposition 1. Contrary to Proposition 2, revolutionary change on multiple dimensions was found to be rare. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Organizational Analysis Emerald Publishing

INCREMENTAL AND REVOLUTIONARY STRATEGIC CHANGE AN EMPIRICAL TEST OF COMMON PREMISES

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References (16)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1055-3185
DOI
10.1108/eb028792
Publisher site
See Article on Publisher Site

Abstract

Two views of organizational change dominate the management literature. The incremental view holds that organizations experience largescale strategic changes quite slowly while the revolutionary view proposes that organizations experience long periods of relatively little strategic variation punctuated by short, intense periods of major change. Commonalties among the two change theories provide the basis for a study of 101 businesses over a six year period. The research examines two theoretical implications change is bimodally and discretely distributed and skewed toward incremental strategic change, and firms undergoing revolutionary strategic change will be more likely to experience simultaneous changes on multiple organizational dimensions than firms undergoing incremental strategic change. Consistent with Proposition 1, it was found that change is skewed toward incremental, but also that change is unimodal and continuously distributed, contrary to Proposition 1. Contrary to Proposition 2, revolutionary change on multiple dimensions was found to be rare.

Journal

The International Journal of Organizational Analysis – Emerald Publishing

Published: Mar 1, 1993

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