The need for requisite variety to support growth: an organizational life cycle perspective

Abstract

Purpose

Drawing on the “Giffoni Experience” case study, the purpose of this paper is to establish a conceptual link between requisite variety and organizational life cycle. The law of requisite variety states that – to be viable – a system should be able to achieve the minimum number of states which are required to deal with environmental uncertainty.

Design/methodology/approach

A descriptive case study approach was taken, which allowed a holistic analysis of the subject being investigated. Multiple sources and different techniques were used to collect relevant data, including: document analysis, unstructured interviews with key informants, and participant observation.

Findings

The development of requisite variety is intended to fill the gap between organizational adaptability and increased environmental complexity. The process of requisite variety generation is influenced by the organizational life cycle stages, turning out to be reactive in the early phases of life and proactive in the maturity ones. Ultimately, the development of requisite variety makes the organization able to establish a co-evolving relationship with the environment, which paves the way for greater organizational adaptability and effectiveness.

Research limitations/implications

The research findings are not generalizable; besides, the exploratory nature of this study did not allow to point out a consistent relationship between requisite variety and the organizational life cycle.

Originality/value

To the authors’ knowledge, this is one of the first attempts to examine requisite variety adopting the conceptual lenses of organizational life cycle. Empirical research works dealing with requisite variety are uncommon and generally overlooked by management scholars and practitioners.

Citation

Palumbo, R. and Manna, R. (2018), "The need for requisite variety to support growth: an organizational life cycle perspective", Journal of Strategy and Management, Vol. 11 No. 2, pp. 241-256. https://doi.org/10.1108/JSMA-10-2016-0072