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Organizational Discontinuity: Integrating Evolutionary and Revolutionary Change Theories


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  • Juergen Deeg

    (University of Hagen, Germany, Faculty of Economics and Business Administration, Chair of Business Administration, Leadership and Organization, Profilstr. 8, 58084 Hagen, Germany)

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    Facing an age of tremendous change and transformation, the ability to cope with such radically, i.e. discontinuous changing contexts is not only a major challenge in present organizational practices, but also a “true test” for organization science. Thus, the paper pursues a critical study of the organizational change discourse and provides an integrated view of organizational discontinuity by linking evolutionary and revolutionary theories of in a model of “constructive destruction”. Furthermore a “re-evolutionary” perspective is presented, conceptualizing the delicate interaction between evolutionary (structural) and revolutionary (political) processes. Finally some implications for theory and research on organizational change are also provided.

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    Bibliographic Info

    Article provided by Rainer Hampp Verlag in its journal Management Revue - The international Review of Management Studies.

    Volume (Year): 20 (2009)
    Issue (Month): 2 ()
    Pages: 190-208

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    Handle: RePEc:rai:mamere:1861-9908_mrev_2009_2_deeg

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    Postal: Rainer Hampp Verlag, Marktplatz 5, 86415 Mering, Germany

    Related research

    Keywords: evolutionary change; discontinuity; organization theory; revolutionary change;

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