The organizational change adaptation process: Differentiation and integration

Abstract

This study was carried out to explore the change adaptation approaches and mechanisms of small and medium-sized enterprises (SMEs) operating in Haripur and Abbottabad Province in Pakistan. Previous studies were mostly based on large complex organizations operating in developed countries and little attention was paid to SMEs. Secondly, current change adaptation models generally don’t consider organizational structural and external environmental characteristics. To develop a comprehensive change adaptation model that shows the change adaptation process in terms of different organizational structures, strategic postures, and different types of external environments. The hypotheses were developed based on the five research variables (organization structure, strategic posture, differentiation, integration, and external environment) that are critical in the change adaptation process. Once the hypothesis was tested each variable individual research item was cross-compared in a stable and dynamic environment to explore the characteristics of each research variable. Furthermore, based on the findings change adaptation approaches and mechanisms were developed. These approaches and mechanism models show how mechanistic and organic enterprises can adapt to the external environmental changes based on the external environment type.