ORGANIZATIONAL PATH DEPENDENCE: OPENING THE BLACK BOX.
Abstract
To enable a better understanding of the underlying logic of path dependence, we set forth a theoretical framework explaining how organizations become path dependent. At its core are the dynamics of self-reinforcing mechanisms, which are likely to lead an organization into a lock-in. By drawing on studies of technological paths, we conceptualize the emergent process of path dependence along three distinct stages. We also use the model to explore breakouts from organizational path dependence and discuss implications for managing and researching organizational paths. The discourse on organizational innovation and change has become more complex. On the one hand, there is an ever-increasing demand for more flexible or even fluid “new ” organiza-tional forms. On the other hand, studies stress-ing organizational inertia and the historical im-printing of decision making (“history matters”) have come to the fore in management and or-
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The market for scholarly journals developed a path dependence on the dominant market position of a few large publishers and the restrictively licensed subscription business model.
“As a result of the change in market structure as well as scientific evaluation practices for individual research performance, a ' path dependence ' (Dobusch & Schüssler 2013; Sydow et al. 2009) developed on the dominant market position of a few large publishers and the restrictively licensed -and thus much restricted access -subscription business model they were pushing.”
From The structural transformation of the scientific public sphere: Constitution and consequences of the path towards open access (2024) · cites this paper as Sydow et al. 2009
Cites
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“Subsequent work called this element into question and suggested a modified perspective (Arthur, 1994; Pierson, 2000)—the argument being that path analyses address non- ergodic inflexible processes (as opposed to linear ergodic processes).”
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“…only the present trend toward process studies, with their inevitable historical component (e.g., Pettigrew et al., 2001; Van de Ven & Poole, 2005), but also studies of organizational practices and their replicate dynamics (e.g., Feldman & Pentland, 2003; Jarzabkowski, 2008; Lawrence et al., 2001).”
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“Another concept that shares striking similarities with organizational path dependence is escalating commitment (Ross & Staw, 1993; Staw, 1976).”
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- Authors
- SYDOW, J., SCHREYÖGG, G., & KOCH, J.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2009-10-01
- Volume
- 34
- Issue
- 4
- Pages
- 689-709
- ISSN
- 0363-7425 (ISSN-L)
- OpenAlex
- W4245098948
- Cited by
- 884
- References
- 7
- Citations by year
- 2026: 38 · 2025: 74 · 2024: 55 · 2023: 43 · 2022: 59 · 2021: 46 · 2020: 49 · 2019: 52 · 2018: 45 · 2017: 79 · 2016: 61 · 2015: 63 · 2014: 57 · 2013: 65 · 2012: 46
- FWCI
- 57.89
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Review (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Organizational Management and Leadership
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Keywords
- self-reinforcing mechanisms, lock-in, organizational inertia, organizational change, organizational innovation, organizational forms
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