tailieunhanh - A Behavioral Perspective on Innovation and Change_2

Tham khảo tài liệu 'a behavioral perspective on innovation and change_2', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 58 Organizational Learning from Performance Feedback organizational unit they head. Intra-organizational politics result in a need to make changes acceptable to a broad coalition of managers. Otherwise dissenting managers can resist in the decision-making process and stall the implementation process. Inter-organizational constraints result from the need to maintain stable exchanges with the environment. The organization has access to necessary resources as long as its managers can structure exchanges that also fulfill the needs of its current exchange partners Pfeffer and Salancik 1978 . This dependence on other actors makes changes intended to reorganize current exchanges less likely since current exchange partners have a voice in the decision-making process through the organizational members who manage the exchange while alternative exchange partners are likely to lack such representation and thus are a weaker voice in the decision-making process than their economic potential warrants Christensen and Bower 1996 . These sources of inertia create constraints that decouple financial and organizational risk. While managers are quite capable of taking financial risks and may become risk seeking when the performance is below the aspiration level they are less capable of taking organizationally risky actions. Many changes that are large financially are also large organizationally such as changing the product or market strategy so for such changes the distinction is not important. Other changes have unequal organizational and financial risks. Managers are likely to favor changes that are large financially but not organizationally. Changing the organization by budding or grafting new elements onto the existing structure have this characteristic making new product development without dropping existing products acquisition of other organizations leaving the current intact or divestment of weak organizational units leaving the rest intact very attractive solutions for .