Performance architecture of organizational inertia: origins, dimensions and emerging path
【Abstract】This paper conducts a cross-case comparative study to explore the performance architecture of organizational inertia from three aspects of origins, dimensions and emerging path by applying content analysis and typical event analysis. The cases selected come from three rapidly weakened companies which failed in the implementation of revolution in dynamic environment, including Kodak in the film industry, Sony in the consumer electronics industry and Nokia in the mobile phone industry. The paper finds that organizational inertia only emerges when the organization changes at different level. The origins of organizational inertia are carriers of the hierarchy of decision-making, resource, execution, network and culture. Then along the logical analysis thinking of “condition→action→result,” the paper discerns nine kinds of concrete manifestations on these five hierarchies: cognitive inertia; strategic inertia; resource inertia; institutional inertia; process inertia; routine inertia; structural inertia; relationship inertia and cultural inertia. In the view of the process of organizational change, combining the origins and dimensions of organizational inertia, the paper recognizes that organizational inertia sequentially shows cognitive inertia, strategic inertia, resource inertia, institutional inertia, process inertia, routine inertia, structural inertia and relationship inertia along the path of “decision-making level→resource level→execution level →network level.” Moreover, cultural inertia goes through the full emerging path of organizational inertia. According to these ideas, the paper builds performance architecture of organizational inertia including origins, dimensions and emerging path.
【Keywords】 organizational inertia; performance architecture; organizational revolution; cross-case comparative study;
(Translated by GENG yuanjie)
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