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A diametric forces model of strategic change: Assessing the antecedents and consequences of restructuring in the higher education industry
Author(s) -
Zajac Edward J.,
Kraatz Matthew S.
Publication year - 1993
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250140908
Subject(s) - restructuring , business , organizational change , industrial organization , strategic planning , strategic management , marketing , political science , public relations , finance
Abstract This study examines the environmental and organizational forces, counter‐forces, and performance consequences of strategic restructuring in the higher education industry. The study proposes a diametric forces model to address the conflicting pressures for strategic change faced by these organizations, and uses extensive longitudinal data spanning the last two decades to examine the ways in which restructuring has been used as a successful adaptive response. The results suggest that, contrary to ecological predictions, restructuring is a predictable, common, and performance‐enhancing response to changing environmental conditions. The study concludes by discussing the applicability of its findings for research on corporate restructuring and strategic change.