Design Strategy from the Population Perspective

Abstract

The population perspective on organizational change downplays the consequences of managerial action and focuses on populations rather than on single organizations as evolving units. The population perspective is useful in suggesting broad classes of design strategies. Using this perspective, we argue that models of organizational change must accurately represent the diversity of units studied, be based on tests of alternative explanations, and explicitly incorporate organizational dynamics. Moreover, designs must take account of five empirical generalizations about organizations: individuals' intentions are not a good guide to organizational outcomes, environments are difficult to describe with typologies of a few attributes, designs are a joint product of organizational forms and environmental characteristics, population effects are as important as individual intentions, and environmental trends are increasingly short-lived. We present a simple classification of four categories of macro environments and draw inferences about the kinds of design strategies appropriate in each. We conclude with a strategy of design strategies: questions and issues to consider before beginning detailed planning.