Between a rock and a hard place: Organizational change and performance under conditions of fundamental environmental transformation
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Heather A. Haveman, Between a Rock and a Hard Place: Organizational Change and Performance Under Conditions of Fundamental Environmental Transformation, Administrative Science Quarterly, Vol. 37, No. 1 (Mar., 1992), pp. 48-75
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In sudden crisis-driven transitions, coordinated measures would be too slow to implement, particularly when bureaucratic rigidity constrains change through rigid rules.
“When sudden transitions as a response to a crisis occur, coordinated measures would take too long to put into place, especially when the rigidity of bureaucracy constrains the ability to change by establishing rigid rules (Haveman, 1992).”
From Emergency remote teaching and students’ academic performance in higher education during the COVID-19 pandemic: A case study (2021) · cites this paper as Haveman, 1992
In sudden environmental changes, merely repeating previous practices may result in failure.
“Haveman (1992) further emphasizes that under sudden environmental changes simply reproducing previous ways of doing things may lead to failure.”
From Emergency remote teaching and students’ academic performance in higher education during the COVID-19 pandemic: A case study (2021) · cites this paper as Haveman, 1992
Organizational change can be beneficial when two conditions hold: the changes respond to dramatic environmental shifts, and they build on established routines and competences.
“First, organizational change may be beneficial if two conditions are met: that the changes occur in response to dramatic environmental shifts (punctuational change), and that they build on established routines and competences (Haveman, 1992).”
From Emergency remote teaching and students’ academic performance in higher education during the COVID-19 pandemic: A case study (2021) · cites this paper as Haveman, 1992
Bureaucratic systems implement planned change effectively but are generally inefficient in responding to unplanned or punctuational changes.
“While bureaucratic systems are effective in implementing planned change (Knowles & Saxberg, 1988), they are generally not efficient in responding to unplanned or punctuational changes because of the numerous rules under which they operate and their natural tendency to resist to innovation (Haveman, 1992; Knowles & Saxberg, 1988).”
From Emergency remote teaching and students’ academic performance in higher education during the COVID-19 pandemic: A case study (2021) · cites this paper as Haveman, 1992
The extent of diversification in an organization's response affects performance: the closer new activities are to previous ones, the higher the chance of success.
“Additionally, the degree of diversification in how the organization reacts –changes across three dimensions: the clients it serves, the goods and services it produces, and the technologies it employs– affects performance in a way that the more closely the new activities are related to the previous ones, the greater the probability of success.”
From Emergency remote teaching and students’ academic performance in higher education during the COVID-19 pandemic: A case study (2021) · cites this paper as Haveman, 1992
Organizations experience structural inertia, which restricts their capacity to adapt quickly to changes.
“The main idea of the ecological model of organizations is that organizations are subject to structural inertia, which limits their ability to rapidly adapt to changes (Haveman, 1992).”
From Emergency remote teaching and students’ academic performance in higher education during the COVID-19 pandemic: A case study (2021) · cites this paper as Haveman, 1992
The more related activities are to previous ones, the higher the probability of success.
“the more related the activities to the previous ones, the higher the probability of success (Haveman, 1992)”
From Emergency remote teaching and students’ academic performance in higher education during the COVID-19 pandemic: A case study (2021) · cites this paper as Haveman, 1992
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- Authors
- Haveman, H. A.
- Affiliations
- Duke University (US)
- Corresponding author
- Haveman, Heather A.
- ORCID
- Haveman, Heather A.
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 1992-03
- Volume
- 37
- Issue
- 1
- Pages
- 48
- ISSN
- 0001-8392 (ISSN-L)
- OpenAlex
- W2030508328
- Cited by
- 713
- References
- 41
- Citations by year
- 2026: 6 · 2025: 16 · 2024: 12 · 2023: 17 · 2022: 13 · 2021: 13 · 2020: 19 · 2019: 22 · 2018: 25 · 2017: 28 · 2016: 24 · 2015: 24 · 2014: 27 · 2013: 32 · 2012: 26
- FWCI
- 18.97
- Type
- journal article
- Language
- en
- Open access
- green
- escholarship.org
- Locations
- Administrative Science Quarterly (publishedVersion)
- eScholarship (California Digital Library) (submittedVersion)
- Funders
- Social Sciences and Humanities Research Council of Canada
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Keywords
- organizational change, organizational performance, environmental transformation, environmental change, organizational adaptation
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