Shifting gears, shifting niches: Organizational inertia and change in the evolution of the US automobile industry, 1885-1981

Dobrev, S.; Kim, T-Y.; Carroll, G.R.

Abstract

We examine how experiential learning affects organizational change and its consequences on firm mortality. We develop hypotheses about the interactions of experiences with a specific type of organizational change on the one hand, and environmental stability, organizational size, and organizational niche width on the other hand. Our findings draw from analysis of the U.S. automobile industry between 1885 and 1981 and support the general prediction that "process" effects of change in the organizational core elevate the hazard of failure. We also find that a dynamic interpretation of organizational environments as comprised of other organizations helps to explicate the interplay between organization and environmental forces that shape the occurrence and outcome of transformation.

Citation

Dobrev, S., Kim, T., & Carroll, G. (2003). Shifting gears, shifting niches: Organizational inertia and change in the evolution of the US automobile industry, 1885-1981. Organization Science, 14(3), 264-282. https://doi.org/10.1287/orsc.14.3.264.15163

• Journal Article Type: Article
• Publication Date: May 1, 2003
• Deposit Date: Mar 22, 2007
• Publicly Available Date: Sep 22, 2014
• Journal: Organization Science
• Print ISSN: 1047-7039
• Electronic ISSN: 1526-5455
• Publisher: Institute for Operations Research and Management Sciences
• Peer Reviewed: Peer Reviewed
• Volume: 14
• Issue: 3
• Pages: 264-282
• DOI: https://doi.org/10.1287/orsc.14.3.264.15163
• Keywords: Inertia, Organizational change, Niche, Automobile industry.
• Public URL: https://durham-repository.worktribe.com/output/1580710