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Changes in Organizational Architecture: Aspiration Levels, Performance Gaps and Organizational Change

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  • Federica Ceci

    (Dipartimento di Economia Aziendale, University G.d’Annunzio, Viale Pindaro 42, Pescara 65127, Italy)

  • Francesca Masciarelli

    (Dipartimento di Economia Aziendale, University G.d’Annunzio, Viale Pindaro 42, Pescara 65127, Italy)

  • Andrea Prencipe

    (Department of Business and Management LUISS, Viale Romania 32, Roma 00197, Italy)

Abstract

This paper illustrates how organizations change their architecture in response to environmental feedback, measured in relation to performance gaps. Based on a study of 762 organizations, we explore the modus operandi underpinning architectural change and argue that the interplay between social and historical aspiration levels: (i) constitutes a benchmark against which organizations measure current performance; and (ii) defines the scope of architectural change. While a small performance gap leads organizations to implement minor architectural changes (adaptation strategy), a large performance gap requires major change (reorientation strategy).

Suggested Citation

  • Federica Ceci & Francesca Masciarelli & Andrea Prencipe, 2016. "Changes in Organizational Architecture: Aspiration Levels, Performance Gaps and Organizational Change," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 13(01), pages 1-21, February.
    • Handle: RePEc:wsi:ijitmx:v:13:y:2016:i:01:n:s0219877016500024
    DOI: 10.1142/S0219877016500024
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