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The Three Faces of Corporate Renewal: Institution, Revolution and Evolution

In: Organizational Dynamics of Creative Destruction

Author

Listed:
  • Stephen J. Mezias
  • Mary Ann Glynn

Abstract

In this paper we explore corporate change and renewal in large, established organizations by examining how different types of innovation strategies affect organizational outcomes. We start from one of the hallmarks of the management literature: a concern with the trade-off between the flexibility and efficiency of large bureaucratic organizations (March and Simon, 1958; March, 1991). In a classic discussion of this trade-off, Thompson (1967: 148–150) termed its management the paradox of administration. In almost all discussions of this paradox, there is virtual agreement that at least some innovation, change, and corporate renewal is vital; Kanter (1983: 23) argues that organizations cannot survive without innovating. Despite this often espoused critical need for innovation, analysts from March and Simon (1958) to the present (e.g., Tushman and Nelson, 1990; March, 1991) have observed that executing rapid, radical change in large organizations is more difficult and less frequent than executing routine, incremental change.

Suggested Citation

  • Stephen J. Mezias & Mary Ann Glynn, 2002. "The Three Faces of Corporate Renewal: Institution, Revolution and Evolution," Palgrave Macmillan Books, in: Organizational Dynamics of Creative Destruction, chapter 2, pages 17-52, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-4039-2025-6_2
    DOI: 10.1057/9781403920256_2
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