Organizational adaptation to changing contingencies

Abstract Old, mechanistic firms need to change their technology and organizational forms to adapt to new market conditions. However, contingency theories of organization link the capacity for this kind of innovation with organic organizational forms, hence the firms seemingly have to change before they can start changing. The article develops a basis for an extension of these theories which looks in more detail at adaptation processes. A perspective on organizational functioning is introduced that sees continuity as fundamental to change, instead of treating innovation and stagnation as two unconnected phenomena. This perspective, called RTK for short, rests on an investigation of three aspects of organizations: their networks of routines for all activities, the local theories held and developed, and the contextual knowledge at the points of operation. It is then argued that change processes with which firms can successfully cope should be anchored in virtuous circles in existing routine networks.