01210nas a2200157   4500008004100000245004600041210004600087260000900133300001000142490000600152520075600158653001500914100001700929700001400946856009200960       2009                        eng d00aPredicting Organizational Reconfiguration0 aPredicting Organizational Reconfiguration  c2009  a79-970 v83 aThis chapter addresses the issue of structural change within for-profit organizations, both as adaptation to changing markets and as purposeful experimentation to search for new opportunities, and builds upon the “reconfiguration” construct. In the areas of strategy, evolutionary economics, and organization theory, there are conflicting theories that either predict structural change or discuss obstacles to change. Our aim is to highlight relevant theoretical rationales for why and when organizations would, or would not, be expected to undertake structural reconfiguration. We conclude with remarks on how these literatures, together, inform our understanding of reconfiguration and organization design and provide insights for practitioners.10aManagement1 aCarroll, Tim1 aKarim, S.  uhttps://stage.business.oregonstate.edu/biblio/predicting-organizational-reconfiguration