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Sector‐Specific Patterns Of Organizational Design Change

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  • Lisa M. Kikulis
  • Trevor Slack
  • C. R. Hinings

Abstract

Recent approaches to understanding change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. the sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (Kitchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value‐structure relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. Using these design archetypes as a model for change, tracks were identified that provided an indication of the degree and direction of change and the extent to which design coherence was maintained. This paper shows that there is variety in organizational design coherence and that this is related to patterns of change. In addition, reorientations to a new design are signalled by changes in structures or systems that are central to the organization's purpose and as such can have a high impact on moving the organization to a new design.

Suggested Citation

  • Lisa M. Kikulis & Trevor Slack & C. R. Hinings, 1995. "Sector‐Specific Patterns Of Organizational Design Change," Journal of Management Studies, Wiley Blackwell, vol. 32(1), pages 67-100, January.
    • Handle: RePEc:bla:jomstd:v:32:y:1995:i:1:p:67-100
    DOI: 10.1111/j.1467-6486.1995.tb00646.x
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    Cited by:

    1. Hoye, Russell & Parent, Milena M. & Taks, Marijke & Naraine, Michael L. & Seguin, Benoit & Thompson, Ashley, 2020. "Design archetype utility for understanding and analyzing the governance of contemporary national sport organizations," Sport Management Review, Elsevier, vol. 23(4), pages 576-587.
    2. Gobikas Mindaugas & Čingienė Vilma, 2019. "Role of Capacity in Understanding Organizational Change in National Sports Federations," Management of Organizations: Systematic Research, Sciendo, vol. 82(1), pages 13-23, December.
    3. Barbu Mihai Constantin Răzvan & Bratu Răducu Stefan, 2018. "Governance Structure Of Nonprofit Sports Organizations," Annals of University of Craiova - Economic Sciences Series, University of Craiova, Faculty of Economics and Business Administration, vol. 1(46), pages 156-162, November.

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