Internal Empowerment Dynamics of Organizational Inertia Management

Fatemeh Rezazadeh (), Sima Rezazadeh and Mina Rezazadeh
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Fatemeh Rezazadeh: Allameh Tabataba’i University
Sima Rezazadeh: Islamic Azad University Shiraz Branch
Mina Rezazadeh: Islamic Azad University Shiraz Branch

A chapter in Institutional Inertia, 2024, pp 197-217 from Springer

Abstract: Abstract Today, due to the rapid progress of science and technology and the complexity of the organizational environment, organizational survival and dynamism require continuous innovation and changes. The inability to foresee and predict the future or the failure to respond to internal and external demands for change and adaption is the primary characteristic of organizations of this century. Organizations must either be able to adapt to the rapid and sometimes sudden changes in their surroundings or disband. A proper understanding of organizational inertia can help managers to deal with the resistance to change in the organization appropriately and prevent the failure of the change process. Organizations facing environmental and internal changes need to create capabilities in organizational resources. Hence, resources empower an organization to react appropriately to issues and changes and take the organization out of inertia. Organizational inertia has been mainly investigated exclusively. However, despite the great importance and impact of identifying how the path of organizational resource empowerment is formed in line with organizational stress management, less attention has been paid to this category. Therefore, this chapter aims to explain and interpret how to manage organizational inertia through organizational resource empowerment. In this regard, the present study used a descriptive-analytical approach to review available literature using the library studies method. These research findings indicate that organizational inertia management and taking advantage of stopping or limiting inertia in organizational relationships requires a particular focus on the quadruple empowerment strategies, including manager, employee, organizational context, and employee organization relationship. Notably, desired realization of these strategies leads to determining the path of relationship formation in the positive, dynamic, cooperative, and humanistic integrated organizational space through a creative integrated organizational plan consistent with social identity.

Keywords: Inertia; Empowerment; Organizational relationships; Employees; Managers; Organizational context (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:conchp:978-3-031-51175-2_9

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DOI: 10.1007/978-3-031-51175-2_9

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