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Digital Library of the
European Council for Modelling and Simulation |
Title: |
The Influence Of Management For
Breaking Organizational Paths - A Simulation Study |
Authors: |
Felix Obschonka, Arne Petermann |
Published in: |
(2013).ECMS 2013 Proceedings edited
by: W. Rekdalsbakken, R. T. Bye, H. Zhang European Council for Modeling
and Simulation. doi:10.7148/2013 ISBN:
978-0-9564944-6-7 27th
European Conference on Modelling and Simulation, Aalesund, Norway, May 27th –
30th, 2013 |
Citation
format: |
Felix Obschonka,
Arne Petermann (2013). The Influence Of Management
For Breaking Organizational Paths - A Simulation Study, ECMS 2013 Proceedings edited by: W. Rekdalsbakken, R. T. Bye, H. Zhang, European Council for Modeling
and Simulation. doi:10.7148/2013-0322 |
DOI: |
http://dx.doi.org/10.7148/2013-0322 |
Abstract: |
We examine how means of management
affect the breaking of organizational paths. Prior studies on the interplay
between management and organizational path dependence explored the
self-assertion of increasing returns in hierarchies, path dependence in
management teams, influence of rigid cognitive maps on organizational change
or the short-term thinking in strategic planning (Petermann,
2010; Beckman & Burton, 2008; Tripsas & Gavetti, 2000; Holtmann, 2008).
But up to now there is only little known about how management affects
breaking of organizational paths. As the strategic inflexibility of path
dependence may result in inefficiencies for an organization, means for
breaking paths are of interest not only for the theoretical concept of path
dependence but also for practicioners. We
contribute to close this research gap by developing an intraorganizational
learning model of path constitution in a narrow sense and then examine the
influence of integration, restructuring and turnover on their ability to
break paths. In doing so we focus on an information and balance rule on micro
level and observe emerging properties on system level. Our findings indicate that
the proposed means could potentially break paths with the probability of path
break depending on the micro behaviour of actors.
We further found that turnover on management level is the most effective
approach and hint to difficulties in breaking paths. |
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