Unbundling the Structure of Inertia: Resource Versus Routine Rigidity

By Clark G. Gilbert. 2005

1,357 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/02b024cc759127df3c9d5bd2c1170500f00f2338

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Citations in the corpus

Disruptive Innovation: An Intellectual History and Directions for Future Research (2018, neutral): “Though its primacy has been challenged (O’Reilly and Tushman, 2016), and contingencies about how senior managers frame disruption internally have been noted (Gilbert, 2005), this response strategy has enjoyed broad empirical support (Christensen and Raynor, 2003, p. 35; Gilbert, 2006).”
CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments (2010, background): “Leaders can address the conflicting demands of efficiency and flexibility by using spatial differentiation, such as creating organizational spin-outs to pursue new opportunities (Christensen and Bower 1996, Galunic and Eisenhardt 2001, Gilbert 2005).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, positive): “Existing capabilities can act as a source of rigidity (Leonard-Barton, 1992), and perception of a technological change as a threat further increases an incumbent’s routine rigidity (Gilbert, 2005).”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “For example, it might shape whether new opportunities are viewed as threats or opportunities (Gilbert, 2005).”
Offshore outsourcing of services: An evolutionary perspective (2009, methodology): “This approach represents an elaboration of existing theories (Vaughan, 1992; Lee, 1999; Gilbert, 2005; Zott and Huy, 2007; Ketokivi, 2006).”
The Fit between Technological Innovation and Business Model Design for Firm Growth: Evidence from China (2014, neutral): “Inertia may derive from both existing resource allocation pattern rigidity and routine rigidity (Gilbert, 2005).”
Corporate entrepreneurship and performance: A meta-analysis (2015, background): “decoupling from the existing organizational domain prevents corporate ventures from the dominant bureaucratic routinization and organizational inertia that often prevail in the parent’s mainstream activities (Benner and Tushman 2003; Gilbert 2005).”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, neutral): “…a TMT’s decision to adopt a new innovation, with its associated capabilities, depends on whether their cognitive frame filters the capability as a potential threat or opportunity to the existing organization (Benner & Tripsas, 2012; Gilbert, 2005; Staw, Sandelands, & Dutton, 1981; Tripsas, 2009).”
Optimal Structure, Market Dynamism, and the Strategy of Simple Rules (2009, background): “Decreasing structure increases fl exibility because it gives executives more degrees of freedom to operate (Weick, 1998; Gilbert, 2005).”
Position, leverage and opportunity: a typology of strategic logics linking resources with competitive advantage (2008, background): “Similarly, Gilbert's (2005) study of the newspaper industry indicates that different complementary resources were necessary in the online and traditional newspaper markets.”
The appropriated language: Dominant stories as a source of organizational inertia (2012, background): “Distinguishing between routine and resource rigidity, it is the former that we wish to address in this article, that is, the inertia that stems from the unwillingness or inability to alter norms and routines, rather than the inertia caused by failure to invest (Gilbert, 2005).”
Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company" (2009, background): “For instance, newspapers that viewed the Internet as a threat offered fewer novel features on their web-sites, perceiving the Internet as primarily another vehicle for distributing the newspaper (Gilbert 2005).”
Organizational Ambidexterity in Action: How Managers Explore and Exploit (2011, background): “Finally, if the leadership is unable to manage the conflicts and trade-offs required by ambidexterity, the necessary decision processes will be compromised and end up in confusion and conflict.(21)”