19637291
Description
Mind Map by Anam Latif, updated more than 1 year ago
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Created by Anaim Latif
over 4 years ago
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Copied by Anam Latif
over 4 years ago
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strategic
Change
- Strategy
- Planned/Intended
- Emergent
- Realised
- strategy as a pattern of managerial decisions,
- strategic
variation
- strategic
deviation
- Planned/Intended
- Change
- Categorization of
Change
- Continuous &
Discontinuous
Change
- Incremental &
radical Change
- Evolutionary &
Revolutionary
Change
- Recurrent &
Unprecendent
- Unowned &
Owned
- Tangible & intangible
- Continuous &
Discontinuous
Change
- Motors of development and
change(Generative mechanisms /modes
on how change unfolds( Van de Van &
Poole,1995; Garud & Van de Van,2002)
- Lifecycle: stages and
progression from one
stage to another
- Teleological: Rational
,purposeful strategic
decision
- Dialectic : Dynamic &
conflicting
- Evolutionary: repetitive cycle of
varition, selection & retention
- Lifecycle: stages and
progression from one
stage to another
- 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
- Strategic adjustment
- 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
- Reduced effectiveness of strategy
- Misalignment(Friesan &Miller,1986)
- Performance Outcome
- Leadership
- Culture
- Resistance to change
- Pressure for Change
- Inertial forces
- Position :focused on external environment
- Process:shift in formal strructure and double loop learning
- 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
- Design & Positioning school in
strategic management
- clock time is used to
dictate the economic
performance in time
- purpose of change is anticipated to
be driven by external pacers e.g
regime ,regulation,competition with
little attention to internal dynamics
- direct and /or coercive actions to change
targets and exact compliance with
proposed goals & success measured by
quantitative time
- 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
- 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
- Change targets participate in their
own reeducation through active
involvement to target deep beliefs on
cognition based action research
principles
- commanding intervention
and change in formal
structures
- Short term vs Long Term
- 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
- work Process:what
employees do to deliver
- changes to formal systems lead to radical ,discontinuous replacements and forceful interventions
- official allocation of authority and division of responsibility among groups inside organisation
- 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
- isolated and loosely coupled beliefs lead to incremental changes
- Formal structures
- Categorization of
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)
- 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)
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