Forms of Change in Organisations Sample Clauses

Forms of Change in Organisations. Reflecting on the various models for organisational development and change in the previous section, two questions remain open. The first one addresses the shift from one stage to another, while the second focuses on the role of learning and dynamic capabilities within a model of entrepreneurial growth. Assuming that the prior theoretical considerations as well as the different life cycle, stage-of-growth, and evolutionary models can be applied, these components should be compatible. In order to answer these questions, I reflect on the characteristics of change in organisations. Organisational change occurs in two different ways. The first form of change is continuous, evolving, and incremental and is associated with repetitive action, routines and inertia. However, these continuous periods of incremental change are interrupted by episodes of revolutionary change, which are often described as deep change or transformation (Xxxxxxxxx, Xxxxxxxxx, and Xxxxxxxxxxx 1996; Xxxxx and Xxxxx 1999). Incremental change is also referred to as first-order change, while the result of revolutionary episodes is defined as second-order change. Second-order changes “refers to changes in cognitive frameworks underlying the organization's activities, changes in the deep structure or shared schemata that generate and give meaning to these activities” (Xxxxxxxx and Moch 1994, p. 24). First-order change, on the other hand, is prescribed by deterministic laws and results in minor alterations in current beliefs (Xxxxx and Xxxxx 1999).
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