Evolutionary: repetitive cycle of
varition, selection & retention
First-order Change:
precedence based
Second-Order
Change: Constructive
break from past
Strategic change vs Change in strategy -Ginsberg(1988)
Process:shift in formal strructure and double loop learning
Strategic adjustment
Strategic change
Content :realignment and single loop learning
Conceptualising Change in Strategy
Position :focused on external environment
Perspective:Integrated set of ideas
through which problems are spotted
and interpreted
Degree:/Magnitude: intensity of resourse deployment
Pattern
Factors influencing change in strategy
Inertial forces
Environmental Feedbacks
Strategic Choice or activity pattern over time
Disequillbrium
Misalignment(Friesan &Miller,1986)
Reduced effectiveness of strategy
Increased Chances of multifaceted radical changes
Decreased Legitmacy
Performance Outcome
Leadership
Culture
Resistance to change
Pressure for Change
Content
Context
Process
Temporal dimension of Change
Short term vs Long Term
Objective vs Subjective
Values,goals,assumptiosn influence the content of change
4 types of change interventions
commanding intervention
and change in formal
structures
direct and /or coercive actions to change
targets and exact compliance with
proposed goals & success measured by
quantitative time
purpose of change is anticipated to
be driven by external pacers e.g
regime ,regulation,competition with
little attention to internal dynamics
clock time is used to
dictate the economic
performance in time
Design & Positioning school in
strategic management
small group of people located
at top of formal hierarchy with
tightly coupled lower level of
organisation
Relatively effective at
changing formal
structures and is likely
to be used to produce
fast improvement
Engineering intervention
and change in work
processes
Analysing ,understanding and
redesigning ,reprogramming work
processes to improve speed and
quality of production based on
clock time
Teaching intervention and
change in belief
Change targets participate in their
own reeducation through active
involvement to target deep beliefs on
cognition based action research
principles
Punctuated Equilibrium Perspective:
Formal structures
official allocation of authority and division of responsibility among groups inside organisation
changes to formal systems lead to radical ,discontinuous replacements and forceful interventions
Continuous Changes(weick
& Quinn,1998)
work Process:what
employees do to deliver
Social Relationship:nature & quality of interpersonal interaction
systems of shared beliefs
isolated and loosely coupled beliefs lead to incremental changes
Change to system of interrelated beliefs ,schemata and cognitive framework lead to radical change
Strategic change is a
spatially and temporally
dispersed process
definition
radical organizational change that is
consciously initiated by the top management to
create a shift in an organization's key activities
or structures that goes beyond incremental
changes to pre-existing processes ( Rajgopalan
& Speitzer,1997)
process that involves either redefinition of the
organization's mission or a substantial shift in
overall priority and goals to reflect a new
emphasis (Gioia, Thomas, Clark and
Chittipeddi,1994)
strategic change is concerned with changing the
direction of the organization and the way the
firm does business (De Wit and Meyer ,1999)