Organizational Discontinuity: Integrating Evolutionary and Revolutionary Change Theories

Juergen Deeg ()
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Juergen Deeg: University of Hagen, Germany, Faculty of Economics and Business Administration, Chair of Business Administration, Leadership and Organization, Profilstr. 8, 58084 Hagen, Germany

management revue - Socio-Economic Studies, 2009, vol. 20, issue 2, 190-208

Abstract: Facing an age of tremendous change and transformation, the ability to cope with such radically, i.e. discontinuous changing contexts is not only a major challenge in present organizational practices, but also a “true test” for organization science. Thus, the paper pursues a critical study of the organizational change discourse and provides an integrated view of organizational discontinuity by linking evolutionary and revolutionary theories of in a model of “constructive destruction”. Furthermore a “re-evolutionary” perspective is presented, conceptualizing the delicate interaction between evolutionary (structural) and revolutionary (political) processes. Finally some implications for theory and research on organizational change are also provided.

Keywords: evolutionary change; discontinuity; organization theory; revolutionary change (search for similar items in EconPapers)
JEL-codes: L20 L21 L26 M10 M12 (search for similar items in EconPapers)
Date: 2009
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:nms:mamere:1861-9908_mrev_2009_2_deeg

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