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From threat‐rigidity to flexibility ‐ Toward a learning model of autogenic crisis in organizations

Carole K. Barnett (University of New Hampshire, Durham, New Hampshire, USA and)
Michael G. Pratt (University of Illinois at Urbana‐Champaign, Champaign, Illinois, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 February 2000

Abstract

Complementing prior research by Staw et al. (“Threat‐rigidity effects in organizational behavior: a multilevel analysis”, Administrative Science Quarterly, Vol. 26 No. 4, 1981, pp. 501‐24), the authors develop a new conceptual model of organizational change, “autogenic crisis”. The authors’ update of Staw et al.’s threat‐rigidity model shows that top managers may initiate strategic “pre‐adaptations” to future crises, thereby using latent threat to generate organizational flexibility, learning, renewal and, possibly, longer life.

Keywords

Citation

Barnett, C.K. and Pratt, M.G. (2000), "From threat‐rigidity to flexibility ‐ Toward a learning model of autogenic crisis in organizations", Journal of Organizational Change Management, Vol. 13 No. 1, pp. 74-88. https://doi.org/10.1108/09534810010310258

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MCB UP Ltd

Copyright © 2000, MCB UP Limited