Archetypes of Organizational Transition

A number of common patterns of organizational transition are identified. These describe some very prevalent modes of organizational adaptation that are characterized by the evolution of, and interaction among, environmental, structural, and strategy-making variables. Inverse factor analysis is used...

Full description

Saved in:
Bibliographic Details
Published in:Administrative Science Quarterly 1980-06, Vol.25 (2), p.268-299
Main Authors: Miller, Danny, Friesen, Peter
Format: Article
Language:English
Subjects:
Adaptation
Adjustment (to Environment)
Annual reports
Archetype/Archetypes/Archetypical
Archetypes
Business structures
Chief executive officers
Delegation of authority
Environment
Factor analysis
Longitudinal Studies
Organization
Organization development
Organization theory
Organization/Organizations/ Organizational/ Organize/ Organizers/ Organized/ Organizing
Organizational behavior
Organizational change
Organizations (Groups)
Pattern/Patterns/Patterning
Questionnaires
Research Methodology
Risk taking
Standard deviation
Transition/Transitions/ Transitional
Citations: Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
cited_by cdi_FETCH-LOGICAL-c322t-4117a0b4e109c6cd66091e6356b36346ed47ccd1fc27d102ab9d193d2f79684c3
cites
container_end_page 299
container_issue 2
container_start_page 268
container_title Administrative Science Quarterly
container_volume 25
creator Miller, Danny
Friesen, Peter
description A number of common patterns of organizational transition are identified. These describe some very prevalent modes of organizational adaptation that are characterized by the evolution of, and interaction among, environmental, structural, and strategy-making variables. Inverse factor analysis is used on a data sample comprised of published case histories to generate hypotheses on the most frequent transition patterns. Hypotheses take the form of score ranges across a set of twenty-four variables, and these score ranges collectively define regions in a Cartesian product space. A test of proportions finds nine significantly common regions, which are designated as archetypes of transition. It is found that 54 percent of transitions from a questionnaire sample and 86 percent of transitions from a second sample of case histories fall into regions given less than a 4 percent chance of occurring under the null hypothesis. The nine archetypes of transition are discussed.
doi_str_mv 10.2307/2392455
format article
fullrecord <record><control><sourceid>jstor_proqu</sourceid><recordid>TN_cdi_proquest_miscellaneous_61103120</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><ericid>EJ225511</ericid><jstor_id>2392455</jstor_id><sourcerecordid>2392455</sourcerecordid><originalsourceid>FETCH-LOGICAL-c322t-4117a0b4e109c6cd66091e6356b36346ed47ccd1fc27d102ab9d193d2f79684c3</originalsourceid><addsrcrecordid>eNqF0E1LAzEQBuAgCtYq_gEPRcWeVmfytZtjKfWLQi_1vKTZrG7ZbmqyPdRf35QtHoQiDIThfRgmQ8g1wiNlkD5RpigX4oT0UDFIWIbilPQAAJMsRufkIoTlvuWU98hw5M2XbbdrGwauHMz8p26qH91WrtH1YO51E6p9c0nOSl0He3V4--TjeTIfvybT2cvbeDRNDKO0TThiqmHBLYIy0hRSgkIrmZALJhmXtuCpMQWWhqYFAtULVcQ1C1qmSmbcsD556Oauvfve2NDmqyoYW9e6sW4TcokIDCn8C4VCxqKL8PYPXLqNj78LeYyV4DTNIro7hpBBLMhkGtWwU8a7ELwt87WvVtpvc4R8f_z8cPwobzppfWV-1eSdUiEQY3zfxcvQOn90yg6jNYaf</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1301300867</pqid></control><display><type>article</type><title>Archetypes of Organizational Transition</title><source>International Bibliography of the Social Sciences (IBSS)</source><source>JSTOR Archival Journals and Primary Sources Collection</source><source>Access via Business Source (EBSCOhost)</source><source>PAIS Index</source><source>Worldwide Political Science Abstracts</source><source>ERIC</source><source>Sociological Abstracts</source><creator>Miller, Danny ; Friesen, Peter</creator><creatorcontrib>Miller, Danny ; Friesen, Peter</creatorcontrib><description>A number of common patterns of organizational transition are identified. These describe some very prevalent modes of organizational adaptation that are characterized by the evolution of, and interaction among, environmental, structural, and strategy-making variables. Inverse factor analysis is used on a data sample comprised of published case histories to generate hypotheses on the most frequent transition patterns. Hypotheses take the form of score ranges across a set of twenty-four variables, and these score ranges collectively define regions in a Cartesian product space. A test of proportions finds nine significantly common regions, which are designated as archetypes of transition. It is found that 54 percent of transitions from a questionnaire sample and 86 percent of transitions from a second sample of case histories fall into regions given less than a 4 percent chance of occurring under the null hypothesis. The nine archetypes of transition are discussed.</description><identifier>ISSN: 0001-8392</identifier><identifier>EISSN: 1930-3815</identifier><identifier>DOI: 10.2307/2392455</identifier><identifier>CODEN: ASCQAG</identifier><language>eng</language><publisher>Ithaca, N.Y: Cornell University Graduate School of Business and Public Administration</publisher><subject>Adaptation ; Adjustment (to Environment) ; Annual reports ; Archetype/Archetypes/Archetypical ; Archetypes ; Business structures ; Chief executive officers ; Delegation of authority ; Environment ; Factor analysis ; Longitudinal Studies ; Organization ; Organization development ; Organization theory ; Organization/Organizations/ Organizational/ Organize/ Organizers/ Organized/ Organizing ; Organizational behavior ; Organizational change ; Organizations (Groups) ; Pattern/Patterns/Patterning ; Questionnaires ; Research Methodology ; Risk taking ; Standard deviation ; Transition/Transitions/ Transitional</subject><ispartof>Administrative Science Quarterly, 1980-06, Vol.25 (2), p.268-299</ispartof><rights>Copyright 1980 Cornell University</rights><rights>Copyright Cornell University, Graduate School of Business and Public Administration Jun 1980</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c322t-4117a0b4e109c6cd66091e6356b36346ed47ccd1fc27d102ab9d193d2f79684c3</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/2392455$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/2392455$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,780,784,27865,27924,27925,33223,33774,33775,58238,58471</link.rule.ids><backlink>$$Uhttp://eric.ed.gov/ERICWebPortal/detail?accno=EJ225511$$DView record in ERIC$$Hfree_for_read</backlink></links><search><creatorcontrib>Miller, Danny</creatorcontrib><creatorcontrib>Friesen, Peter</creatorcontrib><title>Archetypes of Organizational Transition</title><title>Administrative Science Quarterly</title><description>A number of common patterns of organizational transition are identified. These describe some very prevalent modes of organizational adaptation that are characterized by the evolution of, and interaction among, environmental, structural, and strategy-making variables. Inverse factor analysis is used on a data sample comprised of published case histories to generate hypotheses on the most frequent transition patterns. Hypotheses take the form of score ranges across a set of twenty-four variables, and these score ranges collectively define regions in a Cartesian product space. A test of proportions finds nine significantly common regions, which are designated as archetypes of transition. It is found that 54 percent of transitions from a questionnaire sample and 86 percent of transitions from a second sample of case histories fall into regions given less than a 4 percent chance of occurring under the null hypothesis. The nine archetypes of transition are discussed.</description><subject>Adaptation</subject><subject>Adjustment (to Environment)</subject><subject>Annual reports</subject><subject>Archetype/Archetypes/Archetypical</subject><subject>Archetypes</subject><subject>Business structures</subject><subject>Chief executive officers</subject><subject>Delegation of authority</subject><subject>Environment</subject><subject>Factor analysis</subject><subject>Longitudinal Studies</subject><subject>Organization</subject><subject>Organization development</subject><subject>Organization theory</subject><subject>Organization/Organizations/ Organizational/ Organize/ Organizers/ Organized/ Organizing</subject><subject>Organizational behavior</subject><subject>Organizational change</subject><subject>Organizations (Groups)</subject><subject>Pattern/Patterns/Patterning</subject><subject>Questionnaires</subject><subject>Research Methodology</subject><subject>Risk taking</subject><subject>Standard deviation</subject><subject>Transition/Transitions/ Transitional</subject><issn>0001-8392</issn><issn>1930-3815</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1980</creationdate><recordtype>article</recordtype><sourceid>7SW</sourceid><sourceid>7UB</sourceid><sourceid>8BJ</sourceid><sourceid>BHHNA</sourceid><sourceid>7TQ</sourceid><recordid>eNqF0E1LAzEQBuAgCtYq_gEPRcWeVmfytZtjKfWLQi_1vKTZrG7ZbmqyPdRf35QtHoQiDIThfRgmQ8g1wiNlkD5RpigX4oT0UDFIWIbilPQAAJMsRufkIoTlvuWU98hw5M2XbbdrGwauHMz8p26qH91WrtH1YO51E6p9c0nOSl0He3V4--TjeTIfvybT2cvbeDRNDKO0TThiqmHBLYIy0hRSgkIrmZALJhmXtuCpMQWWhqYFAtULVcQ1C1qmSmbcsD556Oauvfve2NDmqyoYW9e6sW4TcokIDCn8C4VCxqKL8PYPXLqNj78LeYyV4DTNIro7hpBBLMhkGtWwU8a7ELwt87WvVtpvc4R8f_z8cPwobzppfWV-1eSdUiEQY3zfxcvQOn90yg6jNYaf</recordid><startdate>19800601</startdate><enddate>19800601</enddate><creator>Miller, Danny</creator><creator>Friesen, Peter</creator><general>Cornell University Graduate School of Business and Public Administration</general><general>Cornell University, Graduate School of Business and Public Administration</general><general>SAGE PUBLICATIONS, INC</general><scope>7SW</scope><scope>BJH</scope><scope>BNH</scope><scope>BNI</scope><scope>BNJ</scope><scope>BNO</scope><scope>ERI</scope><scope>PET</scope><scope>REK</scope><scope>WWN</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>FYSDU</scope><scope>GHEHK</scope><scope>HZAIM</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope><scope>7U4</scope><scope>7UB</scope><scope>8BJ</scope><scope>BHHNA</scope><scope>DWI</scope><scope>FQK</scope><scope>JBE</scope><scope>K9.</scope><scope>WZK</scope><scope>7TQ</scope><scope>DHY</scope><scope>DON</scope></search><sort><creationdate>19800601</creationdate><title>Archetypes of Organizational Transition</title><author>Miller, Danny ; Friesen, Peter</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c322t-4117a0b4e109c6cd66091e6356b36346ed47ccd1fc27d102ab9d193d2f79684c3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1980</creationdate><topic>Adaptation</topic><topic>Adjustment (to Environment)</topic><topic>Annual reports</topic><topic>Archetype/Archetypes/Archetypical</topic><topic>Archetypes</topic><topic>Business structures</topic><topic>Chief executive officers</topic><topic>Delegation of authority</topic><topic>Environment</topic><topic>Factor analysis</topic><topic>Longitudinal Studies</topic><topic>Organization</topic><topic>Organization development</topic><topic>Organization theory</topic><topic>Organization/Organizations/ Organizational/ Organize/ Organizers/ Organized/ Organizing</topic><topic>Organizational behavior</topic><topic>Organizational change</topic><topic>Organizations (Groups)</topic><topic>Pattern/Patterns/Patterning</topic><topic>Questionnaires</topic><topic>Research Methodology</topic><topic>Risk taking</topic><topic>Standard deviation</topic><topic>Transition/Transitions/ Transitional</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Miller, Danny</creatorcontrib><creatorcontrib>Friesen, Peter</creatorcontrib><collection>ERIC</collection><collection>ERIC (Ovid)</collection><collection>ERIC</collection><collection>ERIC</collection><collection>ERIC (Legacy Platform)</collection><collection>ERIC( SilverPlatter )</collection><collection>ERIC</collection><collection>ERIC PlusText (Legacy Platform)</collection><collection>Education Resources Information Center (ERIC)</collection><collection>ERIC</collection><collection>CrossRef</collection><collection>Periodicals Index Online Segment 07</collection><collection>Periodicals Index Online Segment 08</collection><collection>Periodicals Index Online Segment 26</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access &amp; Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access &amp; Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access &amp; Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access &amp; Build (Plan A) - APAC</collection><collection>Primary Sources Access &amp; Build (Plan A) - Canada</collection><collection>Primary Sources Access &amp; Build (Plan A) - West</collection><collection>Primary Sources Access &amp; Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access &amp; Build (Plan A) - Midwest</collection><collection>Primary Sources Access &amp; Build (Plan A) - North Central</collection><collection>Primary Sources Access &amp; Build (Plan A) - Northeast</collection><collection>Primary Sources Access &amp; Build (Plan A) - South Central</collection><collection>Primary Sources Access &amp; Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>Sociological Abstracts (pre-2017)</collection><collection>Worldwide Political Science Abstracts</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Sociological Abstracts</collection><collection>Sociological Abstracts</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Health &amp; Medical Complete (Alumni)</collection><collection>Sociological Abstracts (Ovid)</collection><collection>PAIS Index</collection><collection>PAIS International</collection><collection>PAIS International (Ovid)</collection><jtitle>Administrative Science Quarterly</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Miller, Danny</au><au>Friesen, Peter</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><ericid>EJ225511</ericid><atitle>Archetypes of Organizational Transition</atitle><jtitle>Administrative Science Quarterly</jtitle><date>1980-06-01</date><risdate>1980</risdate><volume>25</volume><issue>2</issue><spage>268</spage><epage>299</epage><pages>268-299</pages><issn>0001-8392</issn><eissn>1930-3815</eissn><coden>ASCQAG</coden><abstract>A number of common patterns of organizational transition are identified. These describe some very prevalent modes of organizational adaptation that are characterized by the evolution of, and interaction among, environmental, structural, and strategy-making variables. Inverse factor analysis is used on a data sample comprised of published case histories to generate hypotheses on the most frequent transition patterns. Hypotheses take the form of score ranges across a set of twenty-four variables, and these score ranges collectively define regions in a Cartesian product space. A test of proportions finds nine significantly common regions, which are designated as archetypes of transition. It is found that 54 percent of transitions from a questionnaire sample and 86 percent of transitions from a second sample of case histories fall into regions given less than a 4 percent chance of occurring under the null hypothesis. The nine archetypes of transition are discussed.</abstract><cop>Ithaca, N.Y</cop><pub>Cornell University Graduate School of Business and Public Administration</pub><doi>10.2307/2392455</doi><tpages>32</tpages></addata></record>
fulltext fulltext
identifier ISSN: 0001-8392
ispartof Administrative Science Quarterly, 1980-06, Vol.25 (2), p.268-299
issn 0001-8392
1930-3815
language eng
recordid cdi_proquest_miscellaneous_61103120
source International Bibliography of the Social Sciences (IBSS); JSTOR Archival Journals and Primary Sources Collection; Access via Business Source (EBSCOhost); PAIS Index; Worldwide Political Science Abstracts; ERIC; Sociological Abstracts
subjects Adaptation
Adjustment (to Environment)
Annual reports
Archetype/Archetypes/Archetypical
Archetypes
Business structures
Chief executive officers
Delegation of authority
Environment
Factor analysis
Longitudinal Studies
Organization
Organization development
Organization theory
Organization/Organizations/ Organizational/ Organize/ Organizers/ Organized/ Organizing
Organizational behavior
Organizational change
Organizations (Groups)
Pattern/Patterns/Patterning
Questionnaires
Research Methodology
Risk taking
Standard deviation
Transition/Transitions/ Transitional
title Archetypes of Organizational Transition
url http://sfxeu10.hosted.exlibrisgroup.com/loughborough?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-03T22%3A04%3A40IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-jstor_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Archetypes%20of%20Organizational%20Transition&rft.jtitle=Administrative%20Science%20Quarterly&rft.au=Miller,%20Danny&rft.date=1980-06-01&rft.volume=25&rft.issue=2&rft.spage=268&rft.epage=299&rft.pages=268-299&rft.issn=0001-8392&rft.eissn=1930-3815&rft.coden=ASCQAG&rft_id=info:doi/10.2307/2392455&rft_dat=%3Cjstor_proqu%3E2392455%3C/jstor_proqu%3E%3Cgrp_id%3Ecdi_FETCH-LOGICAL-c322t-4117a0b4e109c6cd66091e6356b36346ed47ccd1fc27d102ab9d193d2f79684c3%3C/grp_id%3E%3Coa%3E%3C/oa%3E%3Curl%3E%3C/url%3E&rft_id=info:oai/&rft_pqid=1301300867&rft_id=info:pmid/&rft_ericid=EJ225511&rft_jstor_id=2392455&rfr_iscdi=true