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| Author: | Kikulis, L. M. Slack, T. Hinings, C. R. |
| Title: | Sector-specific patterns of organizational design change |
| Journal: | Journal of Management Studies
1995 : JAN, VOL. 32:1, p. 67-100 |
| Index terms: | ORGANIZATIONAL CHANGE ORGANIZATIONAL DESIGN ORGANIZATIONAL STRUCTURE |
| Language: | eng |
| Abstract: | Recent approaches to understand change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. The sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (Kitchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value structured relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. |
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