TITLE

STRATEGIC CHANGE ANALYSIS: A LONGITUDINAL STUDY OF THE PERIODS AND PATTERNS OF CHANGE

AUTHOR(S)
Topping, Sharon
PUB. DATE
August 1992
SOURCE
Academy of Management Best Papers Proceedings;1992, p101
SOURCE TYPE
Conference Proceeding
DOC. TYPE
Proceeding
ABSTRACT
This study examines the strategic responses of one health care organization over a 19-year period. This involves the application of statistically derived definitions of incremental and revolutionary change and the consequent identification of periods and patterns of change. Findings are examined in light of existing theory with practical implications provided.
ACCESSION #
4977509

 

Related Articles

  • Executive Commentary. Berry, Jack // Academy of Management Executive;Nov94, Vol. 8 Issue 4, p43 

    The article presents a commentary on the paper "Creating Earthquakes to Change Organizational Mindsets," by Rhonda K. Reger, John V. Mullane, Loren T. Gustafson, and Samuel M. DeMarie. The author notes that the research failed to deal fully with issues associated with human needs and what...

  • BUILDING A MODEL OF WORK FORCE REDUCTION THAT IS GROUNDED IN PERTINENT THEORY AND DATA: REPLY TO McKINLEY. Sutton, Robert I.; D'Aunno, Thomas // Academy of Management Review;Jan1992, Vol. 17 Issue 1, p138 

    In this article the authors respond to comments made about a paper they published in a pervious issue that discussed that examined organizational decline. The authors proposed two models of the process in their original work, the second of which drew the most scrutiny. In this article they...

  • A Model of Task Group Development in Complex Organizations and a Strategy of Implementation. Heinen, J. Stephen; Jacobson, Eugene // Academy of Management Review;Oct76, Vol. 1 Issue 4, p98 

    An intervention strategy for development of an industrial work group is proposed from a four stage model of group development. The group is distinguished from therapy and sensitivity groups in terms of its problem solving task purpose. The model reflects emphasis upon task structure rather than...

  • Toward Culturally Sensitive Theories of Culture Change. Wilkins, Alan L.; Dyer Jr., W. Gibb // Academy of Management Review;Oct88, Vol. 13 Issue 4, p522 

    Existing theories of culture change in organizations generally fail to take the nature of the culture to be changed into account. his suggested here that different cultures may change through different processes. Factors that influence the persistence of culture and the impact that...

  • An Introduction to Organizational Design. McCaskey, Michael B. // California Management Review;Winter74, Vol. 17 Issue 2, p13 

    In this synthesis of key concepts and findings from research on the design of organizations, the complex trade-offs involved in designing the structures and processes of an organization are examined from the contingency approach viewpoint. Empirical research provides guidelines for fitting...

  • LOOSENING THE GORDIAN KNOT: INNOVATION, OCCUPATIONAL INERTIA AND CHANGE. Collins, Paul D. // Academy of Management Best Papers Proceedings;1992, p170 

    Can radical process and product innovations change the occupational structure of organizations, given structural inertia? Occupational structure is inert, yet change does occur, depending on the kind of innovation and the occupational group. Our analyses are based on a longitudinal study of...

  • A Life Cycle Approach to Management by Objectives. Hollmann, Robert W.; Tansik, David A. // Academy of Management Review;Oct77, Vol. 2 Issue 4, p678 

    In this article the authors examine the management practice known as management by objectives (MBO) and discuss how the process is designed to work. They note that many companies abandon MBO strategies prematurely due to their concern for immediate results. They compare the MBO process to the...

  • Executive Commentary.  // Academy of Management Executive;Nov94, Vol. 8 Issue 4, p28 

    The article presents a commentary on the paper "Rethinking Organizational Design," by Robert W. Keidel. The author contends that restructuring and re-engineering are quick fixes for ongoing organizational problems. She says most firms ignore the need for thoughtful consideration when tackling...

  • A META-ANALYTIC REVIEW OF THE IMPACT OF PLANNED ORGANIZATIONAL CHANGE INTERVENTIONS. Robertson, Peter J.; Roberts, Darryl R.; Porras, Jerry I. // Academy of Management Best Papers Proceedings;1992, p201 

    Findings from a meta-analysis of fifty-two evaluations of planned organizational change interventions are reported. Results are presented regarding the relationships between five categories of interventions and seven categories of dependent variables. Patterns in the findings are discussed, and...

Share

Other Topics