The Enactment of Organizational Decline: The Self-Fulfilling Prophecy

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschung

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The Enactment of Organizational Decline: The Self-Fulfilling Prophecy. / Edwards, John C.; McKinley, William; Moon, Gyewan.
in: International Journal of Organizational Analysis, Jahrgang 10, Nr. 1, 2002, S. 55-75.

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschung

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@article{57206f6a27404bc39395ee0ad6e66a03,
title = "The Enactment of Organizational Decline: The Self-Fulfilling Prophecy",
abstract = "Building on the enactment perspective and past work on the self‐fulfilling prophecy, this paper explores how organizational decline can be enacted through self‐fulfilling prophecies of decline. We present two self‐fulfilling prophecy‐based models of organizational decline, one in which decline is enacted unintentionally through the predictions of an organization's managers, and a second in which decline is enacted unintentionally through the predictions of external constituencies. We articulate propositions that capture the dynamics of each model and that are intended as a platform for future empirical research. We also discuss the implications of our theoretical framework for future theory development on the causes of organizational decline, and offer suggestions for managers who wish to avoid organizational decline.",
keywords = "Management studies",
author = "Edwards, {John C.} and William McKinley and Gyewan Moon",
year = "2002",
doi = "10.1108/eb028944",
language = "English",
volume = "10",
pages = "55--75",
journal = "International Journal of Organizational Analysis",
issn = "1934-8835",
publisher = "Emerald Publishing Limited",
number = "1",

}

RIS

TY - JOUR

T1 - The Enactment of Organizational Decline

T2 - The Self-Fulfilling Prophecy

AU - Edwards, John C.

AU - McKinley, William

AU - Moon, Gyewan

PY - 2002

Y1 - 2002

N2 - Building on the enactment perspective and past work on the self‐fulfilling prophecy, this paper explores how organizational decline can be enacted through self‐fulfilling prophecies of decline. We present two self‐fulfilling prophecy‐based models of organizational decline, one in which decline is enacted unintentionally through the predictions of an organization's managers, and a second in which decline is enacted unintentionally through the predictions of external constituencies. We articulate propositions that capture the dynamics of each model and that are intended as a platform for future empirical research. We also discuss the implications of our theoretical framework for future theory development on the causes of organizational decline, and offer suggestions for managers who wish to avoid organizational decline.

AB - Building on the enactment perspective and past work on the self‐fulfilling prophecy, this paper explores how organizational decline can be enacted through self‐fulfilling prophecies of decline. We present two self‐fulfilling prophecy‐based models of organizational decline, one in which decline is enacted unintentionally through the predictions of an organization's managers, and a second in which decline is enacted unintentionally through the predictions of external constituencies. We articulate propositions that capture the dynamics of each model and that are intended as a platform for future empirical research. We also discuss the implications of our theoretical framework for future theory development on the causes of organizational decline, and offer suggestions for managers who wish to avoid organizational decline.

KW - Management studies

U2 - 10.1108/eb028944

DO - 10.1108/eb028944

M3 - Journal articles

VL - 10

SP - 55

EP - 75

JO - International Journal of Organizational Analysis

JF - International Journal of Organizational Analysis

SN - 1934-8835

IS - 1

ER -

DOI