Essays on Different Perspectives of Change Development in Organizations Literature review

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The paper "Different Perspectives of Change Development in Organizations " is an outstanding example of a management literature review. Many organizations adapt slowly to change since internal forces promote continuity of the current situation: inertia. This results in a strategic drift as well as a mounting a clash with the external environment. By and by the clash forces organizations to adopt in some kind of radical transformational change in order to catch up. Organizations that implement change progressively or are continuously adaptive go through incremental change defined by the gradualist paradigm.

However, other perspectives view change as an episodic and on-off event. Four articles being discussed in this paper present different perspectives of change development in organizations and emphasize the change as being manifested in daily organizational routines. Managers as being the actors of change present a planned perspective of change. Feldman (2000) begins by observing that change happens in organizational routines that form part of the organizational behavior. Tsoukas and Chia (2002) support this perspective and present an argument that change has to be naturally treated as a normal condition in organizational life.

Orlikowski (1996) challenges the stability approach to change and further explains that change should be part of the organizational life. Weick and Quinn (1999) present a detailed description of the continuous and episodic perspective to change and call for reconciliation or harmonization of the different views. The perspective that change happens in a gradual and incremental way over time seems to be favoured by many authors. This paper compares perspectives in four articles by Feldman (2000), Tsoukas and Chia (2002), Orlikowski (1996), and Weick and Quinn (1999). Discussion Feldman (2000) argues in her paper that organization routines possess the potential for a change although they are more often than not viewed and defined as unchanging.

The author describes routines as structures that are temporal which are applied as a means of achieving work in the organization. Routines form part of organizational behavior. According to Feldman (2000) routines within organizations are not given full recognition since their capacity for change has been explored to a small extent.  

References

Feldman, S.M. 2000, Organizational routines as a source of continuous chance, Organization Science, 11 (6): 611–629.

Orlikowski, W.J. 1996, Improvising organizational transformation over time: A situated change perspective, Information System Research 7 (1): 63-92.

Tsoukas, H. & Chia, R. 2002, On organizational becoming: Rethinking organization change, Organizational Science 13 (5): 567-582.

Weick, K., & Quinn, R. 1999, Organizational change and development, Annual Review of Psychology 50: 361-386.

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