Organizational innovation and organizational change.
Three ideas—a complex division of labor, an organic structure, and a high-risk strategy—provoke consistent findings relative to organizational innovation. Of these three ideas, the complexity of the division of labor is most important because it taps the organizational learning, problem-solving, and...
| Publicado en: | Annual Review of Sociology Vol. 25; pp. 597 - 623 |
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| Formato: | Artículo |
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Annual Reviews Inc.
1999
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=511095087&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 511095087 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 03600572 ASO jtl: Annual Review of Sociology issn: 03600572 maglogo: N pubinfo: dt: 1999 vid: 25 pid: 59 pub: Annual Reviews Inc. artinfo: ui: 511095087 10.1146/annurev.soc.25.1.597 ppf: 597 ppct: 26 formats: tig: atl: Organizational innovation and organizational change. aug: au: Hage, J. T. su: Organizational change Organizational sociology sug: subj: Organizational change Organizational sociology ab: Three ideas—a complex division of labor, an organic structure, and a high-risk strategy—provoke consistent findings relative to organizational innovation. Of these three ideas, the complexity of the division of labor is most important because it taps the organizational learning, problem-solving, and creativity capacities of the organization. The importance of a complex division of labor has been underappreciated because of the various ways in which it has been measured, which in turn reflect the macroinstitutional arrangements of the educational system within a society. These ideas can be extended to the study of interorganizational relationships and the theories of organizational change. Integrating these theories would provide a general organizational theory of evolution within the context of knowledge societies. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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