Organizational Design Types, Tracks and the Dynamics of Strategic Change

The particular track followed by an organization will be a function of the degree of alignment or compatibility between structures and contingency constraints, the pattern of commitment to prevailing and alternative interpretive schemes and the incidence of interest dissatisfaction of powerful groups.

Abstract

Change and stability in organizations is to be understood through the twin concepts of design archetypes and tracks. Organizations operate with structural designs which are given meaning and coherence by underlying interpretive schemes. Particular interpre tive schemes coupled with associated structural arrangements constitute a design archetype. The temporal relationship between an organization and one or more archetypes defines an organization's track. Prototypical tracks include inertia, aborted excursions, re-orientations and unresolved excursions. The particular track followed by an organization will be a function of the degree of alignment or compatibility between structures and contingency constraints, the pattern of commitment to prevailing and alternative interpretive schemes and the incidence of interest dissatisfaction of powerful groups.