Change and complementarities in the new competitive landscape: A european panel study, 1992-1996

Journal title STUDI ORGANIZZATIVI
Author/s Richard Whittington, Andrew Pettigrew, Simon Peck, Evelyn Fenton, Martin Conyon
Publishing Year 2009 Issue 2008/2
Language English Pages 0 P. File size 483 KB
DOI 10.3280/SO2008-002010
DOI is like a bar code for intellectual property: to have more infomation click here

Below, you can see the article first page

If you want to buy this article in PDF format, you can do it, following the instructions to buy download credits

Article preview

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

<em>Change and complementarities in the new competitive landscape: A european panel study, 1992-1996</em> - This paper addresses three weaknesses in the literature on new organizational forms: the limited mapping of the extent of contemporary organizational change; confusion about how contemporary changes link together; and the lack of systematic testing of the performance consequences of this kind of change. Drawing on a large-scale survey of organizational innovation in European firms, the paper finds widespread but not revolutionary change in terms of organization structure, processes, and boundaries. Using the economics notion of complementarities, the paper develops contingency and configurational approaches to suggest that organizational innovations will tend to cluster in particular ways and that the performance benefits of these innovations depend on their clustering. Complementarities in performance are explored from both inductive and deductive perspectives. Consistent with the expectations of complementarity theory, high-performing firms appeared to be innovating more and differently than low-performing firms. Again consistent with complementarities, piecemeal changes with the exception of IT were found to deliver little performance benefit, while exploitation of the full set of innovations was associated with high performance. Though few European firms were found to exploit the complementarities of new organizational practices, those that did enjoyed high-performance premia.

Richard Whittington, Andrew Pettigrew, Simon Peck, Evelyn Fenton, Martin Conyon, Change and complementarities in the new competitive landscape: A european panel study, 1992-1996 in "STUDI ORGANIZZATIVI " 2/2008, pp , DOI: 10.3280/SO2008-002010