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Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry

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  • Simone Maier
  • Matthias Finger

Abstract

The combination of the power dimension with the cognitive dimension on the basis of Giddens' theory of structuration provides a powerful concept for analysing constraints to organizational change. In the case of the introduction of organic products to Swiss food processing companies, four interacting and mutually re‐enforcing factors could be identified to constrain organizational change for a successful introduction of organic products: the organic products' low share of overall turnover (resources), missing top management support (power), missing adjustment of the collaborators' performance assessment criteria (norms) and missing collaborators' acceptance for the organic ideology (interpretative schemes). The strategies to overcome these constraints must be designed carefully according to the specific situation of the organization. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment

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  • Simone Maier & Matthias Finger, 2001. "Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry," Business Strategy and the Environment, Wiley Blackwell, vol. 10(2), pages 89-99, March.
    • Handle: RePEc:bla:bstrat:v:10:y:2001:i:2:p:89-99
    DOI: 10.1002/bse.280
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    References listed on IDEAS

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    1. Andrew M. Pettigrew, 1987. "Context And Action In The Transformation Of The Firm," Journal of Management Studies, Wiley Blackwell, vol. 24(6), pages 649-670, November.
    2. Michael D. Cohen & Paul Bacdayan, 1994. "Organizational Routines Are Stored as Procedural Memory: Evidence from a Laboratory Study," Organization Science, INFORMS, vol. 5(4), pages 554-568, November.
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    1. Galdeano-Gómez, Emilio & Céspedes-Lorente, José, 2008. "Environmental spillover effects on firm productivity and efficiency: An analysis of agri-food business in Southeast Spain," Ecological Economics, Elsevier, vol. 67(1), pages 131-139, August.
    2. Barbara Kump, 2021. "When do threats mobilize managers for organizational change toward sustainability? An environmental belief model," Business Strategy and the Environment, Wiley Blackwell, vol. 30(5), pages 2713-2726, July.
    3. A. A. H. (Arnoud) Smit & Peter P. J. Driessen & Pieter Glasbergen, 2008. "Constraints on the conversion to sustainable production: the case of the Dutch potato chain," Business Strategy and the Environment, Wiley Blackwell, vol. 17(6), pages 369-381, September.
    4. Daoyan Guo & Hong Chen & Ruyin Long & Hui Lu & Qianyi Long, 2017. "A Co-Word Analysis of Organizational Constraints for Maintaining Sustainability," Sustainability, MDPI, vol. 9(10), pages 1-19, October.
    5. Frances Drake & Martin Purvis & Jane Hunt, 2004. "Meeting the environmental challenge: a case of win–win or lose–win? A study of the UK baking and refrigeration industries," Business Strategy and the Environment, Wiley Blackwell, vol. 13(3), pages 172-186, May.

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