Werner Auer-Rizzi, Glen Whyte,
"Organizational Persistence or Change in the Face of Adversity: A Contingency Theory Based on Efficacy Perceptions"
, 8-2000, Whyte G., Auer-Rizzi W. (2000): Organizational Persistence or Change in the Face of Adversity: A Contingency Theory Based on Efficacy Perceptions. Paper presented at the Academy of Management 2000 Annual Meeting, Toronto.
Original Titel:
Organizational Persistence or Change in the Face of Adversity: A Contingency Theory Based on Efficacy Perceptions
Sprache des Titels:
Englisch
Original Kurzfassung:
The question of how organizations cope with adversity is "... a major unexplained paradox facing organizational theory? (Ocasio, 1995, p. 288). We present a theory to explain how organizations cope with and respond to adversity. This theory, based on notions of efficacy perceptions, may provide a means to reconcile some of the conflicting findings in this area.
Two types of theory prevail about the effects of adversity on organizations. One view suggests that firms respond to failure by engaging in problemistic search, leading to organizational learning and ultimately managerial action and organizational changes. Another view suggests just the opposite, that in response to threats such as those posed by decline, organizations display rigidity and an unwillingness or incapacity to change behavior.
We suggest that whether adversity induces organizational persistence or change will depend primarily on the level of collective efficacy of the social entity responsible for strategic decision making. Groups high in collective efficacy to cope with adversity will demonstrate a propensity to stay the course and intensify efforts when confronted by achievements that fail to meet expectations. In contrast, groups characterized by low collective efficacy will be easily discouraged when performance flags. Whether managers will then be inclined to abandon existing efforts and engage in organizational innovation in response, or to maintain the status quo, will depend on managers? efficacy perceptions with respect to their ability to change the organization. Implications of notions of collective efficacy for the literature on organizational response to adversity will be discussed, and suggestions for future research will be made.
Sprache der Kurzfassung:
Englisch
Erscheinungsmonat:
8
Erscheinungsjahr:
2000
Notiz zum Zitat:
Whyte G., Auer-Rizzi W. (2000): Organizational Persistence or Change in the Face of Adversity: A Contingency Theory Based on Efficacy Perceptions. Paper presented at the Academy of Management 2000 Annual Meeting, Toronto.
Forschungs-