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Article
Publication date: 26 July 2021

Rihana Shaik, Ranjeet Nambudiri and Manoj Kumar Yadav

The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and

Abstract

Purpose

The purpose of this paper is to provide a process model on how mindfully performed organisational routines can simultaneously enable organisational stability and organisational change.

Design/methodology/approach

Via conceptual analysis, the authors develop several propositions and a process model integrating the theory of mindfulness and performative aspects of organisational routines with organisational stability and change. To do so, the authors review the literature on organisational routines, mindfulness, stability, inertia and change.

Findings

First, the authors demonstrate that, based on levels of mindfulness employed, performative aspects of organisational routines can be categorised as mindless, mindful and collectively mindful (meta-routines). Second, in the process model, the authors position the mindless performance of routines as enabling organisational stability, mediated through inertial pressure and disabling change, mediated through constrained change capacities. Finally, the authors state that engaging routines with mindfulness at an individual (mindful routines) or collective (meta-routines) level reduces inertia and facilitates change. Such simultaneous engagement leads to either sustaining stability when required or implementing continuous organisational change.

Research limitations/implications

The framework uses continuous, versus episodic, change; future research can consider the model’s workability with episodic change. Future research can also seek to empirically validate the model. The authors hope that this model informs research in organisational change and provides guidance on addressing organisational inertia.

Originality/value

To the best of the authors’ knowledge, this study is the first to categorise the performative aspects of organisational routine based on the extent of mindfulness employed and propose that mindfulness-based practice of routines stimulates either inertia-induced or inertia-free stability and continuous change.

Details

International Journal of Organizational Analysis, vol. 30 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 24 August 2021

Nathália Amarante Pufal and Paulo Antônio Zawislak

The purpose of this paper is to examine different types of organization of the firm considering the innovation capabilities of manufacturing firms.

Abstract

Purpose

The purpose of this paper is to examine different types of organization of the firm considering the innovation capabilities of manufacturing firms.

Design/methodology/approach

The authors carried out an innovation survey with Brazilian manufacturing firms. A sample of 1,156 firms was analyzed in this paper. Collected data were analyzed using multivariate data analysis techniques. From an innovation capabilities approach, it was possible to identify different types of organization of the firm.

Findings

Results show four different types of organization of the firm: advanced, intermediate and basic stability-oriented and change-oriented. Each type presents a different innovation capabilities arrangement. The successful strategies toward innovation are related to change-oriented organization of the firm and advanced stability-oriented organization of the firm.

Research limitations/implications

This study contributes to the literature by presenting a different view on the organization of the firm, encompassing the capabilities approach and thus a higher level on the perception of firms' heterogeneity. This study contributes to narrow the literature gap on how firms internally coordinate its different capabilities into a coherent organization to sustain an innovative behavior.

Practical implications

These straightforward findings can serve as a guideline so that managers can conduct changes within their companies toward more innovation. Managers can reconsider its organization as a way to foment innovation, once it is identified as a key strategy for competitiveness.

Social implications

This study may help managers understand that focusing on stability-driven capabilities is riskier if change-driven capabilities are not present in an adequate and aligned level of development. The outcome may be the growth of the cost structure greater than the potential return. Conversely, managers should also understand that once change-driven capabilities are in a glance, they need do follow up with stability-driven capabilities. Here, the risk is not having an adequate structure to sustain the upcoming growth, arising from innovation. In short, not only “cost and value” should be taken together, but they must be arranged following the specific situation of the company. Every company should manage costs either to sustain new added value or to allow the addition of new value.

Originality/value

The study is based on a unique dataset that traces a large set of companies, being able to check different types of firm organization and associate it with innovation capabilities. The study relates to an emerging economy, which has not received adequate attention until now, largely because of the lack of micro-level data. The study is based on a robust theoretical model of innovation capabilities, which is being tested through such data. Finally, results elucidate ways to improve innovation performance of firms.

Details

Journal of Manufacturing Technology Management, vol. 33 no. 2
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 29 March 2013

Jorge Humberto Mejia‐Morelos, François Grima and Georges Trepo

The aim of this paper is to explore interactions between change and stability during the implementation of a specific change initiative (ISO 9000). It attempts to develop…

1216

Abstract

Purpose

The aim of this paper is to explore interactions between change and stability during the implementation of a specific change initiative (ISO 9000). It attempts to develop a theoretical framework on change and stability management in small firms.

Design/methodology/approach

This research uses a process approach based on retrospective comparative case study methodology. Data collection in the six companies lasted over a year. This gives the opportunity to contrast failed change initiatives against successful ones.

Findings

Two models emerged from this approach; they support the notion that change and stability could be complementary during the different phases of the change initiative the authors analyzed. The findings show that total absence of stability variables in the change initiative could have negative effect on results.

Research limitations/implications

The research is based on a multiple case study approach, which limits the generalizability of the findings.

Originality/value

This is one of the first studies that applies and empirically tests the change and stability relation in small firms.

Details

Journal of Organizational Change Management, vol. 26 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 14 November 2019

Haifen Lin, Tingchen Qu, Li Li and Yihui Tian

The traditional dualism view regards stability and change as opposites and separate, two essential but largely incompatible and mutually exclusive elements in an…

Abstract

Purpose

The traditional dualism view regards stability and change as opposites and separate, two essential but largely incompatible and mutually exclusive elements in an organization, and it advocates contingency theories to handle the paradox situation; more recent research has adopted the paradoxical lens to highlight both the contradiction and the interdependence between the two elements. This paper aims to address how an organization pursues stability and change simultaneously, i.e., how stability and change contradictorily enable each other to promote the development of an organization.

Design/methodology/approach

By adopting a case study on the strategic and structural change of Signcomplex in China, this paper attempts to explore the paradoxical relationship between stability and change, especially their interdependence. Multiple approaches were used during data collection to meet the criteria for trustworthiness, and the data analysis went through a five-step process. Through this analysis, the main mechanisms of stability and change were identified. An analysis was also conducted on how these stable and variable mechanisms enable each other, and finally, a framework was set up to show this paradoxical relationship.

Findings

The results confirm the paradox of stability and change: stability enables change by supplying security and consistency, offering reserved knowledge and skills and enabling commitment and the provision of resources for a better realization of the change. Change enables a firm to set up a new state of stability through variable mechanisms such as trial-and-error and exploration activities. The results also indicate that the nature of organizational change is to help an organization reach a new stable stage with higher efficiency and that organizational development relies on the paradoxical effects of both stability and change.

Research limitations/implications

This research is constrained by several limitations. The findings need to be further confirmed through the investigation of more organizations; other stable mechanisms, such as habits, tight coupling, commitments, control and low variance, and variable mechanisms, such as search, mindfulness, redundancy and openness, should be considered. As an organization may experience many cross-level or cross-department changes which struggle with each other for resources and with stable mechanisms, to explore the paradox, future research may need to conduct a more in-depth examination of the system of change.

Originality/value

The findings offer some valuable insights for further research and hold important implications for management practices, especially management practices in a Chinese context. The findings extend the existing paradox theory by further revealing how stability and change enable each other and offer a paradoxical perspective to look into the nature of organizational change and organizational development. The results remind managers to rethink the relationship between stability and change, to factor these coexisting concepts into their decision-making and to accept, understand and use this paradoxical relationship to realize synergistic effects for the firm.

Details

Chinese Management Studies, vol. 14 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Open Access
Article
Publication date: 5 August 2021

Zhonglu Liu, Haibo Sun and Songlin Tang

Climate change not only causes serious economic losses but also influences financial stability. The related research is still at the initial stage. This paper aims to…

2379

Abstract

Purpose

Climate change not only causes serious economic losses but also influences financial stability. The related research is still at the initial stage. This paper aims to examine and explore the impact of climate change on financial stability in China.

Design/methodology/approach

This paper first uses vector autoregression model to study the impact of climate change to financial stability and applies NARDL model to assess the nonlinear asymmetric effect of climate change on China’s financial stability using monthly data from 2002 to 2018.

Findings

The results show that both positive and negative climate shocks do harm to financial stability. In the short term, the effect of positive climate shocks on financial stability is greater than the negative climate shocks in the current period, but less in the lag period. In the long term, negative climate shocks bring larger adjustments to financial stability relative to positive climate shocks. Moreover, compared with the short-term effect, climate change is more destructive to financial stability in the long run.

Originality/value

The paper provides a quantitative reference for assessing the nexus between climate change and financial stability from a nonlinear and asymmetric perspective, which is beneficial for understanding climate-related financial risks.

Details

International Journal of Climate Change Strategies and Management, vol. 13 no. 3
Type: Research Article
ISSN: 1756-8692

Keywords

Article
Publication date: 1 January 2002

John P. Meyer, Jean M. Bartunek and Catherine A. Lacey

Research on identity in organizations takes endurance overtime as a taken‐for‐granted expectation, but then often explores how identity changes. Conversely, research on…

Abstract

Research on identity in organizations takes endurance overtime as a taken‐for‐granted expectation, but then often explores how identity changes. Conversely, research on memory in organizations takes change as a taken‐for‐granted expectation and then explores how particular memories might be maintained by purposeful action. We used both of these literatures as a basis for exploring what happened to two aspects of an organizational group's identity over the course of its first seven years. One aspect of identity centered on the group's mission and the other on the group's internal processes. Based on analysis of the processes involved in the evolution of the group's identity, we suggest several factors that foster stability in identity and several factors that foster change in identity. From the identification of these factors, and based on Lewin's Field Theory approach, we suggest a more complex depiction of what identity stability or change might mean overtime.

Details

The International Journal of Organizational Analysis, vol. 10 no. 1
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 7 February 2022

Jefferson Marlon Monticelli and Douglas Wegner

This study aims to analyze the dynamics of the institutional change and institutional stability undergone by strategic networks (SNs) in the pharmaceutical industry.

Abstract

Purpose

This study aims to analyze the dynamics of the institutional change and institutional stability undergone by strategic networks (SNs) in the pharmaceutical industry.

Design/methodology/approach

The authors performed a case study with four Brazilian SNs which followed different patterns of institutional change and institutional stability. Twenty network managers and network members from the pharmaceutical industry were interviewed, and documents were analyzed.

Findings

The results show how and why institutions changed or remained the same. More specifically, exogenous shocks can negatively impact the competitive environment influencing institutional change in SNs. Moreover, endogenous shocks may prevent institutional change and stimulate institutional stability. Continuous interaction between institutions and SNs is the key to institutional change, especially if public and private policies are considered a source of political institutions.

Originality/value

Research has highlighted the endogenous influence of SNs on firms in selecting their partners and arranging their positions in the SNs, but little attention has been paid to how SNs themselves respond to institutions or promote institutional change. This study explains how and why change fails at the network level, additionally pinpointing the main sources of the institutional change and inertia in SNs. As such, network members may use different strategies to stimulate institutional change or stability according to their interests.

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 16 no. 2
Type: Research Article
ISSN: 1750-6123

Keywords

Open Access
Article
Publication date: 31 August 2021

Carin Lindskog and Johan Netz

This study aims to create a better understanding of how practitioners implement and work Agile while balancing the tensions arising between stability and change.

2019

Abstract

Purpose

This study aims to create a better understanding of how practitioners implement and work Agile while balancing the tensions arising between stability and change.

Design/methodology/approach

A grounded theory approach was used to explore what happens in practice when software development teams implement and work Agile. The empirical data consists of twenty semi-structured interviews with practitioners working in fourteen different organizations and in six different Agile roles.

Findings

As a result, a substantive theory was presented of continuously balancing between stability and change in Agile teams. In addition, the study also proposes three guidelines that can help organizations about to change their way of working to Agile.

Research limitations/implications

The inherent limitation of a grounded theory study is that a substantial theory can only explain the specific contexts explored in that study. Thus, this study's contribution is a substantial theory that needs to be further developed and improved.

Practical implications

The proposed guidelines can help organizations about to change their way of working to Agile. They can also assist organizations in switching from “doing Agile” to “being Agile”, thus becoming more successful.

Originality/value

The new perspective that this study contributes is the fact that our discovered categories show that several inherent processes are ongoing at the same time in order to balance the need to have both stability and change.

Details

International Journal of Managing Projects in Business, vol. 14 no. 7
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 13 August 2010

João Vieira da Cunha and Miguel Pina e Cunha

Some studies show that improvisation is a source of change, whereas others show that it is a source of stability. The purpose of this paper is to specify the factors which…

1219

Abstract

Purpose

Some studies show that improvisation is a source of change, whereas others show that it is a source of stability. The purpose of this paper is to specify the factors which set the boundary between improvised change and improvised stability.

Design/methodology/approach

The paper draws on two published studies and contrasts their findings to analyze the extent to which improvisation leads to organizational change or organizational stability.

Findings

The paper suggests that the most innovative instances of improvisation reproduce some features of everyday experience. The extent to which an improvisation is a source of stability or a source of change depends on the dynamics of variation, selection and retention therein.

Research limitations/implications

Future research needs to add empirical flesh to this theoretical skeleton to push research on organizational improvisation beyond the study of its causes and into further research on its consequences.

Originality/value

The paper deals with the paradox of making sense about two apparently opposing streams of research on improvisation.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 8 no. 2
Type: Research Article
ISSN: 1536-5433

Keywords

Article
Publication date: 1 February 2005

A.K. Siti‐Nabiha and Robert W. Scapens

This paper explores the relationship between “stability and change” within with the process of accounting change It focuses on the ceremonial way in which a new system of…

9367

Abstract

Purpose

This paper explores the relationship between “stability and change” within with the process of accounting change It focuses on the ceremonial way in which a new system of value‐based management (VBM) was implemented and how the key performance indicators (KPIs) became decoupled from the day‐to‐day activities of the business, thereby creating a level of stability which ultimately contributed to accounting change.

Design/methodology/approach

It uses a longitudinal study of a company in which value‐based management was imposed by its parent. It is informed by an institutionalist framework which draws on concepts from both old institutional economics (OIE) and new institutional sociology (NIS).

Findings

It shows that stability and change are not necessarily contradictory or opposing forces, but can be intertwined in an evolutionary process of change.

Research limitations/implications

Although there is accounting change within the case study, it is problematic to characterise it as either successful or unsuccessful change – this has important implications for the way in which “success” is defined in studies of accounting change.

Originality/value

It is argued that in contrast to the normal assumption that decoupling is an “organisational” response to external pressures, it is shown how decoupling can occur through the working out of a complex and dynamic process of resistance to accounting change: a process which simultaneously involves both stability and change.

Details

Accounting, Auditing & Accountability Journal, vol. 18 no. 1
Type: Research Article
ISSN: 0951-3574

Keywords

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