Organizational Change for Its Own Sake?
In this paper we investigate, whether, or not, the sheer occurrence of frequent changes in organizational design could induce improvements in organizational performance—and, by that, could explain cyclic (“fashion-like”) ups and downs of organizational design patterns. We apply an agent-based simulation model based on the framework of NK fitness landscapes to compare the search processes of organizations with different types of change processes against each other. In particular, we compare organizations which show “time-driven” or “value-driven” change processes against organizations which remain stable for the entire observation period. The results indicate that organizational change per se might increase organizational performance. Moreover, results suggest that value-driven changes may be more efficient than purely time-triggered changes.
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