Summary of articles TaO 2024
Contents
Article 1.1: Morgan, G. 2006. Images of Organization. .....................................................3
Article 1.2: Abatecola, G. (2014). Research in organizational evolution. What comes
next?....................................................................................................................................5
Article 1.3: Feldman, M. S., & Pentland, B. T. 2003. Reconceptualizing Organizational
Routines as a Source of Flexibility and Change...................................................................7
Article 1.4: Burgelman, R. A. 1991. Intraorganizational Ecology of Strategy Making and
Organizational Adaptation: Theory and Field Research. ....................................................9
Article 2.1: Agarwal, R., & Helfat, C. E. 2009. Strategic renewal of organizations............10
Article 2.2: Zahra, S. A., & George, G. 2002. Absorptive capacity: A review,
reconceptualization, and extension. ................................................................................12
Article 2.3: Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic Capabilities and
Organizational Agility.........................................................................................................14
Article 2.4: Eisenhardt, K. M., & Martin, J. A. 2000. Dynamic Capabilities: What Are
They?.................................................................................................................................16
Article 3.1: Birkinshaw, J., & Gibson, C. 2004. Building ambidexterity into an
organization.......................................................................................................................18
Article 3.2: Lawrence, P. R., & Lorsch, J. W. 1967. Differentiation and Integration in
Complex Organizations.....................................................................................................19
Article 3.3: Jansen, J. J. P., Tempelaar, M. P., van den Bosch, F. A. J., & Volberda, H. W.
2009. Structural Differentiation and Ambidexterity: The Mediating Role of Integration
Mechanisms. ....................................................................................................................21
Article 3.4: Sanchez, R., & Mahoney, J. T. 1996. Modularity, Flexibility, and Knowledge
Management in Product and Organization Design...........................................................23
Article 4.1: Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. 2008. Transformational
Leadership’s Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT
Interface. ..........................................................................................................................25
Article 4.2: Nadkarni, S., Chen, T., & Chen, J. 2016. The clock is ticking! Executive
temporal depth, industry velocity, and competitive aggressiveness................................27
Article 4.3: Ahmadi, S., Khanagha, S., Berchicci, L., & Jansen, J. J. P. 2017. Are managers
motivated to explore in the face of a new technological change? The role of regulatory
focus, fit, and complexity of decision-making..................................................................29
Article 5.1: Wolcott, R. C., & Lippitz, M. J. 2007. The Four Models of Corporate
Entrepreneurship. ............................................................................................................31
,Article 5.2 Ren, C. R., & Guo, C. 2011. Middle Managers’ Strategic Role in the Corporate
Entrepreneurial Process: Attention-Based Effects............................................................33
Article 5.3: Schildt, H. A., Maula, M. V. J., & Keil, T. 2005. Explorative and Exploitative
Learning from External Corporate Ventures.....................................................................35
Article 5.4: Shankar, R. K., & Shepherd, D. A. 2019. Accelerating strategic fit or venture
emergence: Different paths adopted by corporate accelerators......................................37
Article 6.1: Adner, R. 2017. Ecosystem as structure: An actionable construct for strategy.
...........................................................................................................................................39
Article 6.2: Jacobides, M G. 2019. In the Ecosystem Economy, What’s Your Strategy?....41
,Article 1.1: Morgan, G. 2006. Images of Organization.
In Chapter 3 of Images of Organization, Gareth Morgan explores the metaphor of
organizations as organisms. He draws on biological and ecological systems to illustrate how
organizations, like living organisms, must adapt to their environments to survive and thrive.
This chapter provides a framework for understanding organizations as open systems that are
influenced by and responsive to external factors. Morgan also introduces key theoretical
perspectives and tools for analyzing organizations through this lens.
Key Concepts and Theoretical Frameworks
1. Organizations as Open Systems:
o Organizations are viewed as interconnected systems that exchange energy,
materials, and information with their environments.
o Open systems are distinct from closed systems, which are insulated from their
surroundings. The success of an organization depends on its ability to adapt to
environmental changes.
2. Contingency Theory:
o This theory suggests that there is no one-size-fits-all approach to structuring
or managing an organization.
o The optimal design and behavior of an organization depend on environmental
conditions such as market dynamics, competition, and technological
advancements.
3. Environmental Influences:
o Organizations face environmental factors (economic, social, political, and
technological) that shape their evolution.
o Survival hinges on alignment with environmental demands, akin to Darwinian
natural selection.
4. Life Cycle of Organizations:
o Organizations have life cycles, including birth, growth, maturity, decline, and
renewal or death.
, o These stages parallel the life cycles of biological organisms and require
different strategies for management and adaptation.
5. Homeostasis and Balance:
o Organizations seek stability (homeostasis) while remaining adaptable to
changes. This tension between stability and flexibility is crucial for long-term
survival.
Methodology and Analytical Tools
Morgan uses interdisciplinary analogies and systems theory to bridge biological and
organizational studies. He incorporates perspectives from:
Biology: Concepts like adaptation, niche specialization, and ecosystems help model
organizational environments.
Ecology: The interdependence within ecosystems mirrors the networks and
relationships organizations maintain with external stakeholders.
Systems Theory: The holistic view emphasizes feedback loops, interdependencies,
and the importance of maintaining equilibrium.
Main Findings
1. Organizations Must Evolve to Survive:
o Like living organisms, organizations must adapt to changing conditions or risk
extinction.
o Successful organizations are those that are resilient, flexible, and proactive in
identifying environmental trends.
2. Diversity and Specialization Are Critical:
o Diversity within organizations (e.g., in roles, functions, or strategies) supports
innovation and adaptability.
o Specialization allows organizations to thrive within specific niches but may
limit broader adaptability.
3. The Importance of Fit:
o The alignment, or "fit," between an organization and its environment is key to
performance.
Contents
Article 1.1: Morgan, G. 2006. Images of Organization. .....................................................3
Article 1.2: Abatecola, G. (2014). Research in organizational evolution. What comes
next?....................................................................................................................................5
Article 1.3: Feldman, M. S., & Pentland, B. T. 2003. Reconceptualizing Organizational
Routines as a Source of Flexibility and Change...................................................................7
Article 1.4: Burgelman, R. A. 1991. Intraorganizational Ecology of Strategy Making and
Organizational Adaptation: Theory and Field Research. ....................................................9
Article 2.1: Agarwal, R., & Helfat, C. E. 2009. Strategic renewal of organizations............10
Article 2.2: Zahra, S. A., & George, G. 2002. Absorptive capacity: A review,
reconceptualization, and extension. ................................................................................12
Article 2.3: Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic Capabilities and
Organizational Agility.........................................................................................................14
Article 2.4: Eisenhardt, K. M., & Martin, J. A. 2000. Dynamic Capabilities: What Are
They?.................................................................................................................................16
Article 3.1: Birkinshaw, J., & Gibson, C. 2004. Building ambidexterity into an
organization.......................................................................................................................18
Article 3.2: Lawrence, P. R., & Lorsch, J. W. 1967. Differentiation and Integration in
Complex Organizations.....................................................................................................19
Article 3.3: Jansen, J. J. P., Tempelaar, M. P., van den Bosch, F. A. J., & Volberda, H. W.
2009. Structural Differentiation and Ambidexterity: The Mediating Role of Integration
Mechanisms. ....................................................................................................................21
Article 3.4: Sanchez, R., & Mahoney, J. T. 1996. Modularity, Flexibility, and Knowledge
Management in Product and Organization Design...........................................................23
Article 4.1: Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. 2008. Transformational
Leadership’s Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT
Interface. ..........................................................................................................................25
Article 4.2: Nadkarni, S., Chen, T., & Chen, J. 2016. The clock is ticking! Executive
temporal depth, industry velocity, and competitive aggressiveness................................27
Article 4.3: Ahmadi, S., Khanagha, S., Berchicci, L., & Jansen, J. J. P. 2017. Are managers
motivated to explore in the face of a new technological change? The role of regulatory
focus, fit, and complexity of decision-making..................................................................29
Article 5.1: Wolcott, R. C., & Lippitz, M. J. 2007. The Four Models of Corporate
Entrepreneurship. ............................................................................................................31
,Article 5.2 Ren, C. R., & Guo, C. 2011. Middle Managers’ Strategic Role in the Corporate
Entrepreneurial Process: Attention-Based Effects............................................................33
Article 5.3: Schildt, H. A., Maula, M. V. J., & Keil, T. 2005. Explorative and Exploitative
Learning from External Corporate Ventures.....................................................................35
Article 5.4: Shankar, R. K., & Shepherd, D. A. 2019. Accelerating strategic fit or venture
emergence: Different paths adopted by corporate accelerators......................................37
Article 6.1: Adner, R. 2017. Ecosystem as structure: An actionable construct for strategy.
...........................................................................................................................................39
Article 6.2: Jacobides, M G. 2019. In the Ecosystem Economy, What’s Your Strategy?....41
,Article 1.1: Morgan, G. 2006. Images of Organization.
In Chapter 3 of Images of Organization, Gareth Morgan explores the metaphor of
organizations as organisms. He draws on biological and ecological systems to illustrate how
organizations, like living organisms, must adapt to their environments to survive and thrive.
This chapter provides a framework for understanding organizations as open systems that are
influenced by and responsive to external factors. Morgan also introduces key theoretical
perspectives and tools for analyzing organizations through this lens.
Key Concepts and Theoretical Frameworks
1. Organizations as Open Systems:
o Organizations are viewed as interconnected systems that exchange energy,
materials, and information with their environments.
o Open systems are distinct from closed systems, which are insulated from their
surroundings. The success of an organization depends on its ability to adapt to
environmental changes.
2. Contingency Theory:
o This theory suggests that there is no one-size-fits-all approach to structuring
or managing an organization.
o The optimal design and behavior of an organization depend on environmental
conditions such as market dynamics, competition, and technological
advancements.
3. Environmental Influences:
o Organizations face environmental factors (economic, social, political, and
technological) that shape their evolution.
o Survival hinges on alignment with environmental demands, akin to Darwinian
natural selection.
4. Life Cycle of Organizations:
o Organizations have life cycles, including birth, growth, maturity, decline, and
renewal or death.
, o These stages parallel the life cycles of biological organisms and require
different strategies for management and adaptation.
5. Homeostasis and Balance:
o Organizations seek stability (homeostasis) while remaining adaptable to
changes. This tension between stability and flexibility is crucial for long-term
survival.
Methodology and Analytical Tools
Morgan uses interdisciplinary analogies and systems theory to bridge biological and
organizational studies. He incorporates perspectives from:
Biology: Concepts like adaptation, niche specialization, and ecosystems help model
organizational environments.
Ecology: The interdependence within ecosystems mirrors the networks and
relationships organizations maintain with external stakeholders.
Systems Theory: The holistic view emphasizes feedback loops, interdependencies,
and the importance of maintaining equilibrium.
Main Findings
1. Organizations Must Evolve to Survive:
o Like living organisms, organizations must adapt to changing conditions or risk
extinction.
o Successful organizations are those that are resilient, flexible, and proactive in
identifying environmental trends.
2. Diversity and Specialization Are Critical:
o Diversity within organizations (e.g., in roles, functions, or strategies) supports
innovation and adaptability.
o Specialization allows organizations to thrive within specific niches but may
limit broader adaptability.
3. The Importance of Fit:
o The alignment, or "fit," between an organization and its environment is key to
performance.
