Access

You are not currently logged in.

Access your personal account or get JSTOR access through your library or other institution:

login

Log in to your personal account or through your institution.

Cascading Organizational Change

Michael T. Hannan, László Pólos and Glenn R. Carroll
Organization Science
Vol. 14, No. 5 (Sep. - Oct., 2003), pp. 463-482
Published by: INFORMS
Stable URL: http://www.jstor.org/stable/4135143
Page Count: 20
  • Download ($30.00)
  • Cite this Item
Cascading Organizational Change
Preview not available

Abstract

This article develops a formal theory of the structural aspects of organizational change. It concentrates on changes in an organization's architecture, depicted as a code system. It models the common process whereby an initial architectural change prompts other changes in the organization, generating a cascade of changes that represents the full reorganization. The main argument ties centrality of the organizational unit initiating a change to the total time that the organization spends reorganizing and to the associated opportunity costs. The central theorem holds that the expected deleterious effect of a change in architecture on the mortality hazard increases with viscosity and the intricacy of the organizational design.

Page Thumbnails

  • Thumbnail: Page 
[463]
    [463]
  • Thumbnail: Page 
464
    464
  • Thumbnail: Page 
465
    465
  • Thumbnail: Page 
466
    466
  • Thumbnail: Page 
467
    467
  • Thumbnail: Page 
468
    468
  • Thumbnail: Page 
469
    469
  • Thumbnail: Page 
470
    470
  • Thumbnail: Page 
471
    471
  • Thumbnail: Page 
472
    472
  • Thumbnail: Page 
473
    473
  • Thumbnail: Page 
474
    474
  • Thumbnail: Page 
475
    475
  • Thumbnail: Page 
476
    476
  • Thumbnail: Page 
477
    477
  • Thumbnail: Page 
478
    478
  • Thumbnail: Page 
479
    479
  • Thumbnail: Page 
480
    480
  • Thumbnail: Page 
481
    481
  • Thumbnail: Page 
482
    482