Change escalation processes and complex adaptive systems: from incremental reconfigurations to discontinuous restructuring

Girod, S. J. G. and Whittington, R. (2015) Change escalation processes and complex adaptive systems: from incremental reconfigurations to discontinuous restructuring. Organization Science, 26 (5). pp. 1520-1535. ISSN 1526-5455 doi: 10.1287/orsc.2015.0993

Abstract/Summary

This study examines when “incremental” change is likely to trigger “discontinuous” change, using the lens of complex adaptive systems theory. Going beyond the simulations and case studies through which complex adaptive systems have been approached so far, we study the relationship between incremental organizational reconfigurations and discontinuous organizational restructurings using a large-scale database of U.S. Fortune 50 industrial corporations. We develop two types of escalation process in organizations: accumulation and perturbation. Under ordinary conditions, it is perturbation rather than the accumulation that is more likely to trigger subsequent discontinuous change. Consistent with complex adaptive systems theory, organizations are more sensitive to both accumulation and perturbation in conditions of heightened disequilibrium. Contrary to expectations, highly interconnected organizations are not more liable to discontinuous change. We conclude with implications for further research, especially the need to attend to the potential role of managerial design and coping when transferring complex adaptive systems theory from natural systems to organizational systems.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/43542
Identification Number/DOI	10.1287/orsc.2015.0993
Refereed	Yes
Divisions	Henley Business School > International Business and Strategy
Publisher	INFORMS Open Option
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