The issue of change is central to organization theory. Organizations are expected to be able to change in order to adjust to a changing environment. But the conditions for change are different in meta-organizations than in individual-based organizations. Many of the characteristics particular to meta-organizations that we have discussed in previous chapters seem, in fact, to be obstacles to change. Yet meta-organizations run a high risk of greater change – a risk of being dissolved. Their dissolution may be the answer to success as well as failure. In this chapter we discuss change in meta-organizations, arguing that many metaorganizations can best be understoood as being in a transitional phase between a weak organization with strong members and a strong organization with weak members.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.