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Strategic Organizational Change: Exploring the Roles of Environmental Structure, Internal Conscious Awareness and Knowledge

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  • James M. Bloodgood
  • J. L. Morrow

Abstract

ABSTRACT We argue that strategic organizational change is best viewed as a multidimensional phenomenon consisting of various degrees of environmental structure and internal conscious awareness. And, by combining this conceptualization of change with a model of organizational knowledge transfer developed by Nonaka and Takeuchi (1995), we gain a better understanding of the types of change strategies that firms will pursue, the processes they should use to implement these strategies and the likely performance outcomes from these strategies. Specifically, we suggest that the levels of tacit and explicit knowledge needed to implement the new strategies are key determinants of firm performance following strategic organizational change.

Suggested Citation

  • James M. Bloodgood & J. L. Morrow, 2003. "Strategic Organizational Change: Exploring the Roles of Environmental Structure, Internal Conscious Awareness and Knowledge," Journal of Management Studies, Wiley Blackwell, vol. 40(7), pages 1761-1782, November.
    • Handle: RePEc:bla:jomstd:v:40:y:2003:i:7:p:1761-1782
    DOI: 10.1111/1467-6486.00399
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    Cited by:

    1. Chirico, Francesco & Duane Ireland, R. & Pittino, Daniel & Sanchez-Famoso, Valeriano, 2022. "Radical innovation in (multi)family owned firms," Journal of Business Venturing, Elsevier, vol. 37(3).
    2. Lei Shen & Xi Zhang & Hongda Liu, 2022. "Digital technology adoption, digital dynamic capability, and digital transformation performance of textile industry: Moderating role of digital innovation orientation," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 43(6), pages 2038-2054, September.
    3. Nicolai J. Foss & Kenneth Husted & Snejina Michailova, 2010. "Governing Knowledge Sharing in Organizations: Levels of Analysis, Governance Mechanisms, and Research Directions," Journal of Management Studies, Wiley Blackwell, vol. 47(3), pages 455-482, May.
    4. Franz W. Kellermanns & Kimberly A. Eddleston, 2006. "Corporate Entrepreneurship in Family Firms: A Family Perspective," Entrepreneurship Theory and Practice, , vol. 30(6), pages 809-830, November.
    5. Aurora I. Maynez Guaderrama & Judith Cavazos Arroyo & Santiago Ibarreche Suarez & Jose Pablo Nuno de la Parra, 2012. "Identification Of Common Factors In Tacit Knowledge Transference Within Organizations, Identificacion De Factores Comunes Estudiados, Relacionados Con La Transferencia De Conocimiento Tacito Dentro De," Revista Internacional Administracion & Finanzas, The Institute for Business and Finance Research, vol. 5(1), pages 103-117.
    6. van Riel, C.B.M. & Berens, G.A.J.M. & Dijkstra, M., 2007. "Stimulating Strategically Aligned Behaviour Among Employees," ERIM Report Series Research in Management ERS-2007-029-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    7. Jill A. Brown & Peter T. Gianiodis & Michael D. Santoro, 2015. "Following Doctors’ Orders: Organizational Change as a Response to Human Capital Bargaining Power," Organization Science, INFORMS, vol. 26(5), pages 1284-1300, October.

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