Premium
SECTOR‐SPECIFIC PATTERNS OF ORGANIZATIONAL DESIGN CHANGE *
Author(s) -
Kikulis Lisa M.,
Slack Trevor,
Hinings C. R.
Publication year - 1995
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.1995.tb00646.x
Subject(s) - archetype , organizational change , coherence (philosophical gambling strategy) , set (abstract data type) , organizational architecture , variety (cybernetics) , planned change , knowledge management , organizational structure , change management (itsm) , sample (material) , computer science , business , marketing , public relations , organization development , management , political science , artificial intelligence , mathematics , art , statistics , literature , chemistry , chromatography , lean manufacturing , economics , programming language
Recent approaches to understanding change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. the sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (Kitchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value‐structure relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. Using these design archetypes as a model for change, tracks were identified that provided an indication of the degree and direction of change and the extent to which design coherence was maintained. This paper shows that there is variety in organizational design coherence and that this is related to patterns of change. In addition, reorientations to a new design are signalled by changes in structures or systems that are central to the organization's purpose and as such can have a high impact on moving the organization to a new design.