Organizational Decline and Innovation: A Contingency Framework

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Organizational Decline and Innovation: A Contingency Framework. / Mone, Mark A.; McKinley, William; Barker III, Vincent L.
In: Academy of Management Review, Vol. 23, No. 1, 01.01.1998, p. 115-132.

Research output: Journal contributionsJournal articlesResearch

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Mone MA, McKinley W, Barker III VL. Organizational Decline and Innovation: A Contingency Framework. Academy of Management Review. 1998 Jan 1;23(1):115-132. doi: 10.5465/AMR.1998.192965

Bibtex

@article{5f43ca4d5a23479eaab2c7def318809f,
title = "Organizational Decline and Innovation: A Contingency Framework",
abstract = "An examination of the diverse literature on organizational decline shows that there is disagreement regarding the effects of decline on innovation. Some research streams suggest that organizational decline interferes with an organization's capacity to innovate, whereas other research implies just the opposite: organizational decline stimulates innovation. In this article we integrate the inconsistent perspectives and findings in these research streams by developing a contingency model. The model identifies variables at the environmental, organizational, and individual levels of analysis that determine whether organizational decline inhibits or stimulates innovation. We summarize the moderating effects of these variables with empirically testable propositions and discuss implications of the framework for future research and management practice.",
keywords = "Management studies, Organizational Death, Contingency theory , Downsizing of organizations, Resistance to change, Organizational Power, Attribution ",
author = "Mone, {Mark A.} and William McKinley and {Barker III}, {Vincent L.}",
year = "1998",
month = jan,
day = "1",
doi = "10.5465/AMR.1998.192965",
language = "English",
volume = "23",
pages = "115--132",
journal = "Academy of Management Review",
issn = "0363-7425",
publisher = "Academy of Management (Briarcliff Manor, NY) ",
number = "1",

}

RIS

TY - JOUR

T1 - Organizational Decline and Innovation

T2 - A Contingency Framework

AU - Mone, Mark A.

AU - McKinley, William

AU - Barker III, Vincent L.

PY - 1998/1/1

Y1 - 1998/1/1

N2 - An examination of the diverse literature on organizational decline shows that there is disagreement regarding the effects of decline on innovation. Some research streams suggest that organizational decline interferes with an organization's capacity to innovate, whereas other research implies just the opposite: organizational decline stimulates innovation. In this article we integrate the inconsistent perspectives and findings in these research streams by developing a contingency model. The model identifies variables at the environmental, organizational, and individual levels of analysis that determine whether organizational decline inhibits or stimulates innovation. We summarize the moderating effects of these variables with empirically testable propositions and discuss implications of the framework for future research and management practice.

AB - An examination of the diverse literature on organizational decline shows that there is disagreement regarding the effects of decline on innovation. Some research streams suggest that organizational decline interferes with an organization's capacity to innovate, whereas other research implies just the opposite: organizational decline stimulates innovation. In this article we integrate the inconsistent perspectives and findings in these research streams by developing a contingency model. The model identifies variables at the environmental, organizational, and individual levels of analysis that determine whether organizational decline inhibits or stimulates innovation. We summarize the moderating effects of these variables with empirically testable propositions and discuss implications of the framework for future research and management practice.

KW - Management studies

KW - Organizational Death

KW - Contingency theory

KW - Downsizing of organizations

KW - Resistance to change

KW - Organizational Power

KW - Attribution

UR - http://www.scopus.com/inward/record.url?scp=0032351437&partnerID=8YFLogxK

U2 - 10.5465/AMR.1998.192965

DO - 10.5465/AMR.1998.192965

M3 - Journal articles

VL - 23

SP - 115

EP - 132

JO - Academy of Management Review

JF - Academy of Management Review

SN - 0363-7425

IS - 1

ER -

DOI