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From threat‐rigidity to flexibility ‐ Toward a learning model of autogenic crisis in organizations

From threat‐rigidity to flexibility ‐ Toward a learning model of autogenic crisis in organizations Complementing prior research by Staw et al. ("Threat-rigidity effects in organizational behavior: a multilevel analysis", Administrative Science Quarterly, Vol. 26 No. 4, 1981, pp. 501-24), the authors develop a new conceptual model of organizational change, "autogenic crisis". The authors' update of Staw et al.'s threat-rigidity model shows that top managers may initiate strategic "pre-adaptations" to future crises, thereby using latent threat to generate organizational flexibility, learning, renewal and, possibly, longer life. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

From threat‐rigidity to flexibility ‐ Toward a learning model of autogenic crisis in organizations

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References (79)

Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534810010310258
Publisher site
See Article on Publisher Site

Abstract

Complementing prior research by Staw et al. ("Threat-rigidity effects in organizational behavior: a multilevel analysis", Administrative Science Quarterly, Vol. 26 No. 4, 1981, pp. 501-24), the authors develop a new conceptual model of organizational change, "autogenic crisis". The authors' update of Staw et al.'s threat-rigidity model shows that top managers may initiate strategic "pre-adaptations" to future crises, thereby using latent threat to generate organizational flexibility, learning, renewal and, possibly, longer life.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Feb 1, 2000

Keywords: Crises; Flexibility; Organizational change; Organizational learning

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