In:
Journal of Organizational Change Management, Emerald, Vol. 22, No. 3 ( 2009-05-22), p. 321-342
Abstract:
The purpose of this paper is to attempt to reconcile previous views of the relationship between organizational slack and performance by examining the influences of heterogeneous corporate strategy and different slack resources. Differences in performance resulting from variations in slack can also be moderated by strategy. Design/methodology/approach The proposed model was tested by examining operating and financial information from 529 Taiwan high‐tech companies during the period 1997‐2005. Owing to the study, data were both cross‐sectional (across firms) and time series (over years), a panel data approach were applied for hypothesis testing. Findings The results broadly demonstrate that relationships differ based on strategy and organizational slack. Additionally, this study is the first to empirically identify a U ‐shaped relationship between slack and performance, indicating that, in certain circumstances, either more or less slack is better for performance. Originality/value The results support a dynamic perspective regarding the slack‐performance relationship was proposed for different strategy and different types of slack resources. Moreover, the authors argue that not only resource heterogeneity, but also firm strategic orientation, should be considered when performing change activities. Restated, the authors believe the best interest for a firm aspiring to conduct organizational change behaviors is to maintain the “fitness” among the environment, strategy orientation, and slack resources will induce higher performance. This study, thus demonstrates how organizational change behaviors are influenced by slack resources and strategy heterogeneity.
Type of Medium:
Online Resource
ISSN:
0953-4814
DOI:
10.1108/09534810910951104
Language:
English
Publisher:
Emerald
Publication Date:
2009
detail.hit.zdb_id:
2020442-5
SSG:
3,2
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