ORGANIZATIONAL PATH DEPENDENCE: OPENING THE BLACK BOX.

Abstract

To enable a better understanding of the underlying logic of path dependence, we set forth a theoretical framework explaining how organizations become path dependent. At its core are the dynamics of self-reinforcing mechanisms, which are likely to lead an organization into a lock-in. By drawing on studies of technological paths, we conceptualize the emergent process of path dependence along three distinct stages. We also use the model to explore breakouts from organizational path dependence and discuss implications for managing and researching organizational paths. The discourse on organizational innovation and change has become more complex. On the one hand, there is an ever-increasing demand for more flexible or even fluid “new ” organiza-tional forms. On the other hand, studies stress-ing organizational inertia and the historical im-printing of decision making (“history matters”) have come to the fore in management and or-

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 883 citations exist upstream.