Change In The Shadows: Microprocesses Negotiate Unplanned Structural Transformation In A Japanese Business Group

Abstract

These organizations are known to resist change and, are likely locked in a state of hyperstability by their embedded structures & processes. This paper draws on an exploratory study conducted in the shipping industry of Japan. The findings substantiate that change is an inherent organizational reality achieved by the integration of stability & volatility within and across aspects of the organizational design. Microprocesses serve as conduits for this integration:stability is reconciled with volatility by embedding microprocesses. This enables members negotiate changes without disrupting the organization. A framework is developed on the knowledge production of change and the integration of stability & volatility in the organizational design. Implications on strategic HRM are discussed, its role in system-wide integration and maintenance of an emergent balance.