The Supremacy of the Sequence: Key Elements and Dimensions in the Process of Change

Organization Studies

Volumn 33, Issue 4, 2012, Pages 507-539

  Liguori, Mariannunziata ^a  

^a QUEEN'S UNIVERSITY BELFAST   (United Kingdom)

Author keywords

accounting change; archetype theory; municipalities; process of change

Indexed keywords

EID: 84859869546     PISSN: 01708406     EISSN: 17413044     Source Type: Journal    
DOI: 10.1177/0170840612443457     Document Type: Article

References (80)

1. Abbott A.Time matters: On theory and method. Chicago: The University of Chicago Press; 2001:.
2. Amis J.,Slack T.,Hinings C.R.The pace, sequence and linearity of radical change.The Academy of Management Journal. 2004;47:15-39.
3. Beer M.,Eisenstat R. A.,Spector B.The critical path to corporate renewal. Cambridge, MA: Harvard Business School Press; 1990:.
4. Behn R.The new public management paradigm and the search for democratic accountability.International Public Management Journal. 1998;1:131-164.
5. Braybrooke D.,Lindblom C. E.A strategy of decision. New York: Free Press; 1963:.
6. Brown S. L.,Eisenhardt K. M.The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations.Administrative Science Quarterly. 1997;42:1-34.
7. Brown T. L.,Potoski M.Transaction costs and institutional explanations for government service production decisions.Journal of Public Administration Research and Theory. 2003;13:441-468.
8. Burns J.,Scapens R. W.Conceptualizing management accounting change: An institutional framework.Management Accounting Research. 2000;11:3-25.
9. Burns J.,Vaivio J.Management accounting change.Management Accounting Research. 2001;12:389-402.
10. Child J.,Smith C.The context and process of organizational transformation: Cadbury Limited in its sector.Journal of Management Studies. 1987;:.
11. Cooper D. J.,Hinings B.,Greenwood R.,Brown J. L.Sedimentation and transformation in organizational change: The case of Canadian law firms.Organization Studies. 1996;17:623-647.
12. Dent J. F.Accounting and organizational cultures: A field study of the emergence of a new organizational reality.Accounting, Organizations and Society. 1991;16:705-732.
13. Dent M.,Howorth C.,Mueller F.,Preuschoft C.Archetype transition in the German Health Service? The attempted modernization of hospitals in a North German State.Public Administration. 2004;82:727-742.
14. Dunleavy P.,Hood C.From old public administration to new public management.Public Money and Management. 1994;14:9-16.
15. Eisenhardt K. M.Building theories from case study research.The Academy of Management Review. 1989;14:532-550.
16. Flick U.An introduction to qualitative research. Thousand Oaks, CA: SAGE; 2002:.
17. Fox-Wolfgramm S. J.,Boal K. B.,Hunt J. G.Organizational adaptation to institutional change: A comparative study of first-order change in prospector and defender banks.Administrative Science Quarterly. 1998;43:87-126.
18. Gersick C. J.Pacing strategic change: The case of a new venture.The Academy of Management Journal. 1994;37:9-45.
19. Greenwood R.,Hinings C.R.Understanding strategic change: The contribution of archetypes.The Academy of Management Journal. 1993;36:1052-1081.
20. Greenwood R.,Hinings C.R.Understanding radical organizational change: Bringing together the old and the new institutionalism.The Academy of Management Review. 1996;21:1022-1054.
21. Greenwood R.,Hinings C. R.Handbook of Organization Studies. Clegg S.Hardy C.Lawrence T. B.Nord W. R., ed. London: SAGE; 2006:.
22. Greiner L. E.Evolution and revolution as organizations grow.Harvard Business Review. 1972;50:37-46.
23. Hackman R.Managing organizational transitions. Kimberly J. R.Quinn R. E., ed. Homewood, IL: Irwin; 1984:29-59.
24. Hammerschmid G.,Meyer R.New public management in Austria: Local variation on a global theme?.Public Administration. 2005;83:709-733.
25. Hannan M. T.,Freeman J.The population ecology of organizations.American Journal of Sociology. 1977;82:929-964.
26. Harrison T.The return of the Trojan Horse: Alberta and the new world (dis)order. Montreal: Black Rose Books; 2005:.
27. Hinings C. R.,Greenwood R.The dynamics of strategic change. Oxford: Basil Blackwell Ltd; 1988:.
28. HiningsC. R.GreenwoodR. (2002). Pace, sequence and linearity: Extending theories of radical organizational change. University of Alberta School of Business Working Paper.
29. Hood C.The 'new public management' in the 1980s: Variations on a theme?.Accounting, Organizations and Society. 1995;20:93-109.
30. Hood C.The art of the state: Culture, rhetoric and public management. Oxford: Clarendon Press; 1998:.
31. Hood C.,Peters G.The middle aging of new public management: Into the age of paradox?.Journal of Public Administration Research and Theory. 2004;14:267-282.
32. Huber G. P.,Van der Ven A. H.Longitudinal fields research methods. Thousand Oaks, CA: SAGE; 1995:.
33. Kickert W. J. M.,Hakvoort J.Governance in modern society. van Heffen O.Kickert W.Thomassen J., ed. Dordrecht: Kluwer Academic Publishers; 2000:.
34. Kikulis L. M.,Slack T.,Hinings C. R.Sector-specific patterns of organizational design change.Journal of Management Studies. 1995;32:67-100.
35. Kirkpatrick I.,Ackroyd S.Transforming the professional archetype? The new managerialism in UK social services.Public Management Review. 2003;5:511-531.
36. Kitchener M.Restructuring the professional organization: Accounting, health care and law. Brock D., ed. London: Routledge; 1999:183-199.
37. Lawrence T. B.,Winn M. I.,Jennings P. D.The temporal dynamics of institutionalization.Academy of Management Review. 2001;26:624-644.
38. Libby T.,Waterhouse J. H.Predicting change in management accounting systems.Journal of Management Accounting Research. 1996;8:137-150.
39. Liguori M.,Steccolini I.Accounting change: Explaining the outcomes, interpreting the process.Accounting, Auditing and Accountability Journal. 2012;:25.
40. Lounsbury M.Institutional sources of practice variation: Staffing college and university recycling programs.Administrative Science Quarterly. 2001;46:29-56.
41. Malhotra M.,Hinings C. R.Processes of radical organizational change: Transformation through sedimentation. First Organization Studies Summer Workshop on Theorizing Process in Organizational Research; 2005Santorini, Greece; 2005.
42. McNulty T.,Ferlie E.Reeingineering health care: The complexities of organizational transformation. New York: Oxford University Press; 2004:.
43. Meyer J. W.,Rowan B.Institutionalized organizations: Formal structure as myth and ceremony.American Journal of Sociology. 1977;83:440-463.
44. Meyer A. D.,Goes J. B.,Brooks G. R.Organizational change and redesign: Ideas and insights for improving managerial performance. Huber G. P.Glick W. H., ed. New York: Oxford University Press; 1993:66-111.
45. Miller D.,Friesen P. H.Organizations: A quantum view. Englewood Cliffs, NJ: Prentice-Hall; 1984:.
46. Monge P. R.Longitudinal field research methods. Huber G. P.Van de Ven A. H., ed. Thousand Oaks, CA: SAGE; 1995:.
47. Mouritzen P.,Svara E.Leadership at the apex: Politicians and administrators in western local governments. Pittsburgh: University of Pittsburgh Press; 2002:.
48. Mueller F.,Harvey C.,Howorth C.The contestation of archetypes: Negotiating scripts in a UK Hospital Trust Board.Journal of Management Studies. 2003;40:1971-1995.
49. Mussari R.International perspectives on the new public management. Jones L. R.Schedler K., ed. London: JAI Press; 1997:.
50. Nahapiet J.The rhetoric and reality of an accounting change: A study of resource allocation.Accounting, Organizations and Society. 1988;13:333-358.
51. Nor-Aziah A. K.,Scapens R. W.Corporatization and accounting change: The role of accounting and accountants in a Malaysian public utility.Management Accounting and Research. 2007;18:209-247.
52. Oakes L. S.,Townley B.,Cooper D. J.Business planning as pedagogy: Language and control in a changing institutional field.Administrative Science Quarterly. 1998;43:257-292.
53. Oliver C.Strategic responses to institutional processes.The Academy of Management Review. 1991;16:145-179.
54. Olson O.,Guthrie J.,Humphrey C.Global warning: Debating international developments in new public financial management. Olson O.Humphrey C.Guthrie J., ed. Cappelen Akademisk Forlag As; 1998:17-48.
55. Orrù M.,Woolsey Biggart N.,Hamilton G.The new institutionalism in organizational analysis. Powell W.DiMaggio P., ed. Chicago: Chicago University Press; 1991:.
56. Pasmore W. A.Creating strategic change: Designing of flexible, high-performance organizations. New York: John Wiley and Sons; 1994:.
57. Patton M. Q.Qualitative research and evaluation methods. Thousand Oaks, CA: SAGE; 2002:.
58. Pettigrew A. M.The awakening giant: Continuity and change in ICI. Oxford: Basil Blackwell; 1985:.
59. Pettigrew A. M.,Ferlie E.,McKee L.Shaping strategic change: Making change in large organizations, the case of the NHS. London: SAGE; 1992:.
60. Pettigrew A. M.,Woodman R. W.,Cameron K.Studying organizational change and development: Challenges for future research.The Academy of Management Journal. 2001;44:697-713.
61. Pfeffer J.,Salanick G. R.The external control of organizations. New York: Harper and Row; 1978:.
62. Pollitt C.,Bouckaert B.Public management reform: A comparative analysis. Oxford: Oxford University Press; 2002:.
63. PriceWaterhouseCoopers (2005). Reforming governmental accounting and budgeting in Europe. Fachverlag Moderne Wirtschaft.
64. Pugh D. S.,Hickson D. J.,Hinings C. R.,Macdonald K. M.,Turner C.,Lupton T.A conceptual scheme for organizational analysis.Administrative Science Quarterly. 1963;8:289-315.
65. Pugh D. S.,Hickson D. J.,Hinings C. R.The context of organizational resources.Administrative Science Quarterly. 1969;14:91-114.
66. Quinn R.E.,Cameron K. S.Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence.Management Science. 1983;29:33-51.
67. Ragin C.Fuzzy-set social science. Chicago: The University of Chicago Press; 2000:.
68. Ranson S.,Hinings C. R.,Greenwood R.The structuring of organizational structures.Administrative Science Quarterly. 1980;25:1-17.
69. Romanelli E.,Tushman M. L.Organizational transformation as punctuated equilibrium: An empirical test.The Academy of Management Journal. 1994;37:1141-1166.
70. Rosenkopf L.,Tushman M. L.The coevolution of community networks and technology: Lessons from the llight simulation industry.Industrial and Corporate Change. 1995;7:311-346.
71. Schedler K.Unleashing change: A study of organizational renewal in government.Public Administration. 2007;85:246-248.
72. Schreyögg G.,Sydow J.Organizational path dependence: A process view.Organization Studies. 2011;32:321-336.
73. Scott W. R.Institutions and organizations. London: SAGE; 2001:.
74. Steccolini I.Is the annual report an accountability medium? An empirical investigation into Italian local governments.Financial Accountability and Management. 2004;20:327-350.
75. TindalC. R.TindalS. (2000). Local government in Canada. Nelson Thomson Learning.
76. Trochim W.,Donnelly J. P.The research methods knowledge base. Cincinnati, OH: Atomic Dog Publishing; 2006:.
77. Tushman M. L.,Anderson P.Technological discontinuities and organizational environments.Administrative Science Quarterly. 1986;31:439-465.
78. Tushman M. L.,Romanelli E.Research in organizational behaviour. Cummings L. L.Staw B. M., ed. Greenwich, CT: JAI Press; 1985:171-222.
79. Van de Ven A.H.Suggestions for studying strategy process: A research note.Strategic Management Journal. 1992;13 (special issue): 169-188.
80. Weber M.Classics of public administration. Shafritz J. M.Hyde A. C., ed. Orlando: Harcourt Brace College Publishers; 1922:.