Unbundling the Structure of Inertia: Resource versus Routine Rigidity

I work to unbundle the structure of inertia into two distinct categories: resource rigidity (failure to change resource investment patterns) and routine rigidity (failure to change organizational processes that use those resources). Given discontinuous change, a researcher's failure to recogniz...

Full description

Saved in:
Bibliographic Details
Published inAcademy of Management journal Vol. 48; no. 5; pp. 741 - 763
Main Author Gilbert, Clark G.
Format Journal Article
LanguageEnglish
Published Briarcliff Manor Academy of Management 01.10.2005
Subjects
Beacons
Business management
Business models
Business organization
Business structures
Chief executive officers
Economic performance
Economic resources
Enterprises
Inertia
Management science
Management techniques
Media
News content
Observational research
Organizational behavior
Organizational change
Resource management
Sales management
Studies
Technological change
Online AccessGet full text

Cover

More Information
Summary:I work to unbundle the structure of inertia into two distinct categories: resource rigidity (failure to change resource investment patterns) and routine rigidity (failure to change organizational processes that use those resources). Given discontinuous change, a researcher's failure to recognize these distinctions can generate conflicting findings regarding effects of threat perception on inertia. Using field data on the response of newspaper organizations to the rise of digital media, I show that a strong perception of threat helps overcome resource rigidity but simultaneously amplifies routine rigidity. I develop an interpretive model exploring mechanisms for overcoming these divergent behaviors.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:0001-4273
1948-0989
DOI:10.5465/amj.2005.18803920