Organizational Transformation as Punctuated Equilibrium: An Empirical Test

TL;DR: The ambidextrous organization as discussed by the authors is an organization that simultaneously pursues both incremental and discontinuous innovation, and adapts the culture and strategy of an organization to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment.

TL;DR: This work develops a novel theoretical perspective on causal core and periphery, which is based on how elements of a configuration are connected to outcomes, and empirically investigates configurations based on the Miles and Snow typology using fuzzy set qualitative comparative analysis (fsQCA).

TL;DR: Conceptualizations of inertia are seen to underlie the choice to view change as episodic or continuous, whereas continuous change follows the sequence freeze-rebalance-unfreeze.

TL;DR: In this paper, the authors track the strategies of a retail chain over sixty years of its history to show how that vague concept called strategy can be operationalized and to draw conclusions about strategy formation in the entrepreneurial firm that grows large and formalizes its structure.

TL;DR: This paper examined the hypothesis that corporate organizations experiencing inside succession in the office of the president exhibit less organizational change than firms undergoing outside succession and found that the type of succession is related to a combined measure of organizational change based on position shifts and personnel turnover in the executive role constellation.

TL;DR: In this article, the authors examined both the separate and combined impact of environmental conditions and organizational strategies on the probability of startup survival in the computer industry and found that when demand is increasing, competitive concentration is declining, specialist rather than generalist organizations, and they are aggressive rather than efficient organizations.