Change in the Presence of Residual Fit: Can Competing Frames Coexist?
通过报纸组织应对数字出版的纵向案例研究，发现威胁与机会的竞争性框架可在分化子单元中共存，从而同时实施不同行为，但增加了高层管理不一致的负担。
Opportunities associated with discontinuous change typically do not trigger organizational response until the opportunity is perceived as a threat. However, threat perception can then trigger a response that accentuates organizational rigidity. This cognitive paradox is explored using a multilevel, longitudinal case study of a newspaper organization’s response to digital publishing. The results suggest that the competing frames of threat and opportunity can coexist within the firm when it creates organizationally differentiated subunits. Such a structure minimizes the need to integrate competing frames at the subunit level, enabling different behaviors to be enacted simultaneously across different units of the firm. This differentiated organizational form places an increased burden on senior teams that have to manage the inconsistencies across subunits. Insight into the structure of competing frames has broader implications for the structure of dynamic capabilities.