Converting to for-profit status: corporate responsiveness to radical change
Article Abstract:
This study examined organizational adaptation to a radical environmental shift - a dramatic change in federal policies toward health maintenance organizations (HMOs) that removed key advantages of nonprofit status. To understand why some nonprofit HMOs responded more quickly than others in converting to for-profit status, we tested an inertial, an adaptive, an institutional, and an integrated model, using event-time analysis. Results indicated that age, the tightness of system coupling, physician case load, and market saturation lengthen response time and national chain membership, federal qualification, and supportive state legislation shorten it. Although variables from each of the models contributed to the explanation of response times, only the integrated model fit the data well. This study thus points to the complementarity of the three perspectives and underscores the need for an integrative approach to the study of organizational transformation. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1990
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Organizational inertia and momentum: a dynamic model of strategic change
Article Abstract:
This study provides an empirical test of Hannan and Freeman's theory of structural inertia. We examined the changes organizations undertook in response to a major environmental change. In addition, we examined the effects of the organizational changes on organizational survival. Contrary to inertia theory predictions, discontinuous environmental change was not associated with an increased probability of organizational change. Further, organizational change was unrelated to an organization's chances of survival. We evaluate inertia theory in light of these findings and suggest a revised formulation of the concept of inertia. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1991
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Matching individual career plans and organizational career management
Article Abstract:
THis study questions traditional assumptions linking organizational career assistance programs with increased employee satisfaction with and commitment to organizations. A model of individual career thinking is proposed in which a match between individual and organizational career plans is the primary determinant of satisfaction and remaining with an organization. Evidence from 266 individuals supports the influence of such matching and suggests revisions of the model. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1987
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