Some Unanticipated Consequences of Organizational Restructuring

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

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Some Unanticipated Consequences of Organizational Restructuring. / McKinley, William; Scherer, Andreas Georg.

in: Academy of Management Review, Jahrgang 25, Nr. 4, 01.10.2000, S. 735-752.

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

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McKinley W, Scherer AG. Some Unanticipated Consequences of Organizational Restructuring. Academy of Management Review. 2000 Okt 1;25(4):735-752. doi: 10.5465/AMR.2000.3707703

Bibtex

@article{c2c92253a38f48edbe6c4d80797cc08c,
title = "Some Unanticipated Consequences of Organizational Restructuring",
abstract = "We explore two consequences of organizational restructuring that are unanticipated by managers. At the cognitive level of analysis, we propose that organizational restructuring has the unanticipated consequence of producing cognitive order for top executives, and at the environmental level, organizational restructuring has the unanticipated consequence of contributing to long-term environmental turbulence. Both feed back to promote further organizational restructuring, making restructuring a self-reinforcing loop. We derive formal propositions from this theoretical framework, discuss issues in testing the propositions, and specify implications for future theory building and management practice.",
keywords = "Management studies, CORPORATE reorganizations, Organizational Behavior, EXECUTIVES, SOCIAL policy, Competition, financial performance, Diffusion of Innovation, Social action",
author = "William McKinley and Scherer, {Andreas Georg}",
year = "2000",
month = oct,
day = "1",
doi = "10.5465/AMR.2000.3707703",
language = "English",
volume = "25",
pages = "735--752",
journal = "Academy of Management Review",
issn = "0363-7425",
publisher = "Academy of Management (Briarcliff Manor, NY) ",
number = "4",

}

RIS

TY - JOUR

T1 - Some Unanticipated Consequences of Organizational Restructuring

AU - McKinley, William

AU - Scherer, Andreas Georg

PY - 2000/10/1

Y1 - 2000/10/1

N2 - We explore two consequences of organizational restructuring that are unanticipated by managers. At the cognitive level of analysis, we propose that organizational restructuring has the unanticipated consequence of producing cognitive order for top executives, and at the environmental level, organizational restructuring has the unanticipated consequence of contributing to long-term environmental turbulence. Both feed back to promote further organizational restructuring, making restructuring a self-reinforcing loop. We derive formal propositions from this theoretical framework, discuss issues in testing the propositions, and specify implications for future theory building and management practice.

AB - We explore two consequences of organizational restructuring that are unanticipated by managers. At the cognitive level of analysis, we propose that organizational restructuring has the unanticipated consequence of producing cognitive order for top executives, and at the environmental level, organizational restructuring has the unanticipated consequence of contributing to long-term environmental turbulence. Both feed back to promote further organizational restructuring, making restructuring a self-reinforcing loop. We derive formal propositions from this theoretical framework, discuss issues in testing the propositions, and specify implications for future theory building and management practice.

KW - Management studies

KW - CORPORATE reorganizations

KW - Organizational Behavior

KW - EXECUTIVES

KW - SOCIAL policy

KW - Competition

KW - financial performance

KW - Diffusion of Innovation

KW - Social action

UR - http://www.scopus.com/inward/record.url?scp=0034335473&partnerID=8YFLogxK

U2 - 10.5465/AMR.2000.3707703

DO - 10.5465/AMR.2000.3707703

M3 - Journal articles

VL - 25

SP - 735

EP - 752

JO - Academy of Management Review

JF - Academy of Management Review

SN - 0363-7425

IS - 4

ER -

DOI