Predicting Organizational Reconfiguration

Chapter
Part of the Information and Organization Design Series book series (INOD, volume 8)

Abstract

This chapter addresses the issue of structural change within for-profit organizations, both as adaptation to changing markets and as purposeful experimentation to search for new opportunities, and builds upon the “reconfiguration” construct. In the areas of strategy, evolutionary economics, and organization theory, there are conflicting theories that either predict structural change or discuss obstacles to change. Our aim is to highlight relevant theoretical rationales for why and when organizations would, or would not, be expected to undertake structural reconfiguration. We conclude with remarks on how these literatures, together, inform our understanding of reconfiguration and organization design and provide insights for practitioners.

Keywords

Reconfiguration Organization design Structure Restructuring Reorganization Organizational change Configuration Strategic choice 

Notes

Acknowledgments

The authors wish to thank Anne Bøllingtoft, George Huber, and participants in the 2008 Aarhus Conference on Organization Design for their helpful comments.

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Copyright information

© Springer Science+Business Media, LLC 2009

Authors and Affiliations

  1. 1.Moore School of BusinessUniversity of South CarolinaColumbiaUSA
  2. 2.School of ManagementBoston UniversityBostonUSA

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