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purposive social collections of controlled resources, building exchange relations and interacting with other entities, and developing strategies for reaching objectives.
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The idea of evolution applies to an entity and characterizes a process of transformation.
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Evolution is a series of identifiable events causally linked together, which concern one or several entities at different levels of analysis that may or may not alter their essential characteristics, and may or may not proceed toward an anticipated ending.
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Tushman and Romanelli (1985, 1994) propose that organizations progress through convergent periods punctuated by reorientations which demark and set bearings for the next convergent period. Where middle-level management interpolates structures and systems during convergent periods, executive leadership mediates between internal and institutional forces for inertia and competitive forces for fundamental change. (Moi ici: Quando um modelo de negócio está implementado e goza de saúde qualquer "funcionário" pode gerir, pode replicar o negócio, pode copiar o que vê ter resultado com outros. Quando se dá a rotura do modelo de negócio já não basta, já não chega continuar a replicar o que sempre deu, é preciso uma reorientação estratégica.) It is executive leadership which initiates, shapes, and directs strategic reorientations. (Tushman and Romanelli, 1994: 1141)
Gradually, organizations converge on a common definition of industry characteristics.
During the convergence period, competitive selection increasingly aligns organizational behavior, structure, and resources. Convergent periods display incremental and interdependent change activities and decisions that tend to reinforce consistency with strategic orientation. These periods are interrupted by infrequent and intense periods of internal reconfigurations of organizations according to new visions, missions, and goals. These brutal reorientations engage the organization in simultaneous shifts in strategy, distribution of power, structure and control systems (Tushman and Romanelli, 1994)." (Moi ici: Os períodos de convergência promovem uma redução da "biodiversidade" estratégica. Assim, quando muda a maré, a maior parte das empresas está na mesma onda, falta a resiliência, falta a robustez "comunitária" e a rapidez de orientação estratégica é fundamental. O problema é a falta de visão estratégica dos "funcionários", a falta de locus de controlo interno, ...)
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In this representation of organizational evolution, the two mechanisms that play a role within organizations are mutually exclusive. Either the firm follows the prevailing business methods in times of convergence, or it reconfigures itself rapidly to be competitive in the next phase of convergence. A blind spot in this model concerns the determinants of the sudden reorientation stage at the firm level assuming that a change in executive leadership drives organizational reorientation (Sastry, 1997)."
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Trechos retirados de "Organizational Evolution and Strategic Management" de Rodolphe Durand.
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