Caos criador ou evoluir dentro da continuidade transformara organização por que, como e em que direção as organizações se transformam

ARTIGOS/ARTICLES

Caos criador ou evoluir dentro da continuidade transformara organização por que, como e em que direção as organizações se transformam ¹

Danny Miller^I; Royston Greenwood^I; Bob Hinings^II

^IResearch Professor/Écoles des Hautes Etudes Commerciales, Montreal e Visiting Professor, Columbia Business School, New York Royston Greenwood

^IIProfessors/School of Business, University of Alberta, Edmonton, Alberta, Canada

RESUMO

No campo da mudança organizacional, existem contradições fundamentais entre os trabalhos destinados aos práticos e os estudos teóricos e empíricos feitos por pesquisadores acadêmicos. Nosso estudo visa a determinar as divergências fundamentais eritre esses dois approaches, examinar as fontes e avaliar como podemos utilizar os tra­balhos de natureza empírica para tirar deles recomendações mais sensatas e mais realis­tas sobre a maneira como as organizações poderiam negociar a mudança.

RÉSUMÉ

Dans le domaine du changement organisationnel, il existe des contractions fondamentales entre les travaux destinés aux praticiens el les études théoriques et empiriques menées par des chercheurs universitaires. Notre étude vise à déterminer les divergences fondamentales entre ces deux approches, à en examiner les sources el à évaluer comment nous pouvons utiliser les travaux de nature empirique pour en tirer des recommandation plus sensées et plus réalistes sur la façon dont les organisations pourraient négocier le changement.

Texto completo disponivel apenas em PDF.

Full text avaliable only in PDF.

• AIDRICH, H.E., Organizations and Environments, Prentice Hall, 1979.
• ALFORD, R., Health Care Politics, University of Chicago Press, 1975.
• AMBURGEY,TL, Kelly, D., Barnett,W P., Resetting the clock The dynamics of organizational change and failure, Administrative Science Ouarterly, vol.28, n° 2, 1993, p.51-73.
• BENNIS, W., Nanus, B,, Leaders: The Strategies for Taking Change, Harper & Row,1985.
• BRAYBROOKE, D., Lindblom, C.E., A Strategy of Decision, Free Press,1963.
• BURKE, W.W., Organization change: What do we know , what we need to know, Journal of Management Inquiry, vol.4. n° 2, 1995, p.158-171.
• BURNS, T., Stalker, G.M., The Management of Innovation, Tavistock,1961.
• CHAMPY, J ., Reengineering Management: The Mandate for New Leadership, Harper & Row, 1995.
• CHANDLER, A., Strategy and Structure, MIT Press, 1962.
• CHILD, J., Smith, C.,.The context and process of organizational transformation. , Journal of Management Studies, vol.24, n°6,1987, p-565-593.
• COLLINS, 0., Moore, D.G., The Organization Makers, Appleton-Century-Crofts,1970
• CONOR, P.E., Lake, L.K., Managing Organizational Change, Praeger 1988.
• CYERT, R.M., March, J.G., A Behavioural Theory of the Firm, John Wiley,1963.
• DALTON, M., Men Who Manage, John Wiley 1959.
• GENEEN, H., Managing, Avon,1984.
• GOSS, T., Pascale, R., Athos, A., The reinvention roller coaster: Risking the present for a powerful future, Harvard Business Review n° 71, 1993,. p97-108.
• GRANOVETTER, M., Economic action and social structure: The problem of embeddedness, American Journal of Sociology, vol.91. n° 3, 1985. p481-510.
• GREENWOOD, R., Hinings, C.R.., Understanding radical organizational change: Bringing together the old and the new institutionalism, Academy of Management Journal, vol.21, n° 4,1996, p.1012-1054.
• HALBERSTAM, D., The Reckoning, Morrow,1986.
• HAMBRICK, D.C., D'Aveni, R.A., Large corporate failures as downward spirals. Administrative Science Quarterly, vol.33, n° 1,1989, p 1-23.
• HANNAN, M.T., Freeman, J., Structural inertia and organizational change, American Sociological Review, n° 49, 1984, p. 149-164.
• HAUNSCHILD, P.R., Interorganizational imitation: The impact of interlocks on corporate acquisition activity, Administrative Science Quarterly, vol.38, n° 4,1993. p. 565-592.
• HAVEMAN, H.A., Follow the leader: Mimetic isomorphism and entry into new markets, Administrative Science Quarterly, vol.38, n° 4.1993, p.565-592.
• HININGS, C.R., Greenwood R., The Dynamics cf Strategic Change, Basil Blackwell,1988.
• JICK, T.D., Managing Change, Irwin. 1993.
• JOHNSON, G., Strategic Change e and the Management Process, Basil Blackwell,1987.
• KANTER, R.M., The Change Masters, Simon & Schuster, 1983.
• KANTER, R.M., When Giants Learn to Dance, Irwin, 1989.
• KECK, S.L, Tushman, M.L., Evironmental and organizational context and executive team structure , Academy of Management Journal, vol..36, n° 6, 1993, p.1314- 1344.
• KIERNAN, M.J., The new strategic architecture: Learning to compete in the twenty first century, The Executive, vol.7. n° 1.1993, p.7-21.
• KOTTER, J.P., Leading change: Why transformation efforts fail, Harvard Business Review, marsavril 1995, p.59-67.
• MEYER, A.O, Starbuck, W.H., Organizations and Industries Flux: The Interplay of Rationality and Ideology, document de travail, University of Oregon, 1991.
• MEYER, A.O., Tsui, A.S., Hinings, C.R., Guest coeditors'introduction: Configurational approaches to organizational analysis, Academy of Management Journal , vol.36. n° 6,1993, p.1175-1195.
• MEYER, J., Rowan, b., Institutional organizations: Formal structure as myth and ceremony, American Journal of Sociology, n° 83,1977. p340-363.
• MILLER, D., Evolution and revolution: A quantum view of structural change in organizations, Journal of Management Studies, n°19,1982, pl31-151.
• MILLER, D., Organizational configurations: Cohesion, change and prediction, Human Relations, n° 43, 1990a, p771-789.
• MILLER, D., The Icarus Paradox, Harper Collins, 1990b.
• MILLER, D., Friesen, P., Archetypes of organizational transition, Administrative Science Quarterly, n° 25, 1980a, p269-299.
• MILLER, D., Friesen, P., Momentum and revolution in organizational adaptation, Academy of Management Journal, n° 23,1980b, p.591-614.
• MILLER, D., Friesen, P., Organizations: A Quantum View, Prentice Hall. 1984.
• MINTZBERG, H., McHugh, A., Strategy formation in na adhocracy, Administrative Science Quarterly, vol.30, n° 2, 1986, p. 160-197.
• MOORE, C. , Timing a Century: The History of the Waithma Watch Company, Harvard University Press, 1943.
• MORGAN, G., Image of Organizations, Sage,1986.
• NADLER, D.A, Tushman, M., Organizational frame bending: Principles for managing reorientation, Academy of Management Executive, n° 1, 1989, pl94-204.
• NAISBLTT, J., Aburdene , P., Megatrends 2000, Morrow, 1990.
• OLIVER, C., Strategic responses to institutional processes, Academy of Management Review, n° 16, 1991, pl45-179.
• PASCALE, R. T., Managing on the Edge: How the Smartest Companies Use Conflict to Stay Ahead, Simon & Schuster, 1990.
• PETERS, T., Thriving on Chaos, Pan, 1987.
• PETERS, T., Get innovative or get dead, California Management Review, vol.33, n°l, 1990.
• PETERS, T., Rethinking scale, California Management Review, vol.35. n° 1, 1991, p7- 29.
• PETTIGREW, A., The Politics of Organizational Decision Making, Tavistock,1973.
• PETTIGREW, A., The Awakening Giant, Basil Biackwell, 1985.
• PLANT, R., Managing Change and Making it Stick, Fontana, 1986.
• OUINN, J.B., Strategies for Change: Logical Incrementalism, Irwin, 1980.
• SCHUMPETER, J., The Theory of Economic Development, Cambridge University Press, 1934.
• SENGE, P., The Fifth Discipline: The Art and Practice of the Learning Organization, Doubleday,1990.
• SPENDER, J.C., Strategy Making in Business, thèse de Ph.D., University of Manchester Scholl of Business,1980.
• STACEY, R.D., Managing the Knowable, Jossey-Bass,1992.
• STARBUCK, W.H., Acting first and thinking later: Theory versus reality in strategic change, dans J.H. Perrings & Associates (sous la dir.dej, Organizational Strategy and Change, Jossey-Bass, 1985, .p336-372.
• STARBUCK, W. H., Organizations and their environments, dans M. Dunnette (sous la dir.de), Handbook of Organizational and Industrial Psychology, John Wiley, 1983, pl069-1123.
• STARBUCK, W. H., Greve, A, Hedberg, B.L.T., Responding to crises, Journal of Business Administration, n° 9, 1978, p. 111-137.
• TICHY, N.M., Devanna, M.A., The Transformational Leader, John Wiley 1986.
• TUSHMAN, M.L., Romanelli, E., Organizational evolution: A metamorphosis model of convergence and reorientation, dans LL Cummings & B.M. Staw (sous la dir.de), Research in Organizational Behavior, JAI, 1985, p.171-222.
• TUSHMAN, M.L., Anderson, P., Technological discontinuities and organization environments, dans A. Pettigrew (sous la dir.de), The Management of Strategic Change, Basil Blackwell,1988, p.89-112.
• WEBBER, A.M., What's so new about the new economy ?, Harvard Business Review, n° 71, 1993, p24-42.
• WHIPP, R., Clark, P, Innovation and the Auto Industry, Frances Pinter, 1986
• WILSON, D., A Strategy of Change, Routledge & Kegan Paul, 1992.
• ZUCKER, L.G.,. The role of institutionalization in cultural persistence, American Sociological Review, n° 42, 1977, p.726-743.

1

A versão original desse artigo foi publicada sob o título "Creating chaos versus munificent momentum", no Journal of Management Inquiry, vol.6 n° 1, p.71-78. Traduzido e publica­do com a autorização de Sage Publications Inc.

Datas de Publicação

• Publicação nesta coleção
  11 Fev 2015
• Data do Fascículo
  Dez 1999