MGM102H5 Chapter Notes -Clayton M. Christensen, Organizational Ecology, Disruptive Innovation
Document Summary
Organization intertia: internal and external forces that make it difficult to change the strategy or organization architecture of an enterprise: ex. Cognitive schemata: a manager"s mental model of the world their enterprise inhabits: ex. Icraus paradox: managers become so dazzled by their early success thawt they believe more of the same type of effort is the way to future success: ppl develop a powerful cognitive schemata about what works. Organization culture another source of organizational inertia value systems are hard to change. External institutional constraints unions might resist job cuts or attempts to introduce flexible work rules. Organization change: what managers can do to implement organizational change quickly and successfully. 4 steps: leadership, committed to change, unfreezing the organization, moving the organization toward a new strategic and organizational configuration and freezing it again. Laggards-- ppl who ignored concerns are resisted changes.
