A diametric forces model of strategic change: Assessing the antecedents and consequences of restructuring in the higher education industry

Edward J. Zajac, Matthew S. Kraatz

Research output: Contribution to journalArticlepeer-review

Abstract

This study examines the environmental and organizational forces, counter‐forces, and performance consequences of strategic restructuring in the higher education industry. The study proposes a diametric forces model to address the conflicting pressures for strategic change faced by these organizations, and uses extensive longitudinal data spanning the last two decades to examine the ways in which restructuring has been used as a successful adaptive response. The results suggest that, contrary to ecological predictions, restructuring is a predictable, common, and performance‐enhancing response to changing environmental conditions. The study concludes by discussing the applicability of its findings for research on corporate restructuring and strategic change.

Original languageEnglish (US)
Pages (from-to)83-102
Number of pages20
JournalStrategic Management Journal
Volume14
Issue number1 S
DOIs
StatePublished - Jan 1 1993
Externally publishedYes

Keywords

  • Strategic change
  • diametric forces
  • industry evolution
  • longitudinal analysis

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

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