This paper illustrates how organizations change their architecture in response to environmental feedback, measured in relation to performance gaps. Based on a study of 762 organizations, we explore the modus operandi underpinning architectural change and argue that the interplay between social and historical aspiration levels: (a) constitutes a benchmark against which organizations measure current performance; and (b) defines the scope of architectural change. While a small performance gap leads organizations to implement minor architectural changes (adaptation strategy), a large performance gap requires major change (reorientation strategy).
Titolo: | Mind the gap: adapting and reorienting firms’ organizational architecture |
Autori: | |
Data di pubblicazione: | 2010 |
Handle: | http://hdl.handle.net/11385/60297 |
Appare nelle tipologie: | 04.1 - Contributo in Atti di convegno (Paper in Proceedings) |