%0 Journal Article %1 greenwood1988odt %A Greenwood, R. %A Hinings, CR %D 1988 %I EGOS %J Organization Studies %K MBA archetype change_management organizational_learning social_construction sociology %N 3 %P 293 %T Organizational Design Types, Tracks and the Dynamics of Strategic Change %V 9 %X Royston Greenwood Department of Organizational Analysis, Faculty of Business, University of Alberta, Edmonton, Canada C.R. Hinings Department of Organizational Analysis, Faculty of Business, University of Alberta, Edmonton, Canada Change and stability in organizations is to be understood through the twin concepts of design archetypes and tracks. Organizations operate with structural designs which are given meaning and coherence by underlying interpretive schemes. Particular interpre tive schemes coupled with associated structural arrangements constitute a design archetype. The temporal relationship between an organization and one or more archetypes defines an organization's track. Prototypical tracks include inertia, aborted excursions, re-orientations and unresolved excursions. The particular track followed by an organization will be a function of the degree of alignment or compatibility between structures and contingency constraints, the pattern of commitment to prevailing and alternative interpretive schemes and the incidence of interest dissatisfaction of powerful groups

@article{greenwood1988odt, abstract = {Royston Greenwood Department of Organizational Analysis, Faculty of Business, University of Alberta, Edmonton, Canada C.R. Hinings Department of Organizational Analysis, Faculty of Business, University of Alberta, Edmonton, Canada Change and stability in organizations is to be understood through the twin concepts of design archetypes and tracks. Organizations operate with structural designs which are given meaning and coherence by underlying interpretive schemes. Particular interpre tive schemes coupled with associated structural arrangements constitute a design archetype. The temporal relationship between an organization and one or more archetypes defines an organization's track. Prototypical tracks include inertia, aborted excursions, re-orientations and unresolved excursions. The particular track followed by an organization will be a function of the degree of alignment or compatibility between structures and contingency constraints, the pattern of commitment to prevailing and alternative interpretive schemes and the incidence of interest dissatisfaction of powerful groups}, added-at = {2008-03-25T06:53:52.000+0100}, author = {Greenwood, R. and Hinings, CR}, biburl = {https://www.bibsonomy.org/bibtex/2612750246ab864f04e536a890bf26610/acf}, description = {MBA-Change}, interhash = {2a06ade3769eb59dc4514f662f407a7c}, intrahash = {612750246ab864f04e536a890bf26610}, journal = {Organization Studies}, keywords = {MBA archetype change_management organizational_learning social_construction sociology}, number = 3, owner = {test1}, pages = 293, publisher = {EGOS}, timestamp = {2008-03-25T06:53:54.000+0100}, title = {{Organizational Design Types, Tracks and the Dynamics of Strategic Change}}, volume = 9, year = 1988 }