Managing Organizational Inertia: Indonesian Family Business Perspective

Teofilus Teofilus, Elia Ardyan*, Timotius F.C.W. Sutrisno, Sabar Sabar*, Verrell Sutanto

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

4 Citations (Scopus)

Abstract

The ability to transform on a regular basis is critical in the effort to adapt to external challenges; however, changes to an organization’s fundamental characteristics may increase the likelihood of failure. Because of this, organizational restructuring efforts appear to engender cynicism, which appears to be one of the most significant obstacles facing contemporary businesses, particularly in this area. Organizational inertia is the term used to describe this aversion to change, as well as the desire to maintain the current status quo. A new organizational culture capable of combating the incidence of organizational stagnation is required by massive social, economic, and technological difficulties, and firms that employ the concept of empowering leadership will be able to meet these challenges. For the purposes of this study, a framework for discussing the phenomena of organizational cynicism was developed and implemented.

Original languageEnglish
Article number839266
JournalFrontiers in Psychology
Volume13
DOIs
Publication statusPublished - 19 May 2022
Externally publishedYes

Keywords

  • attribution theory
  • cynicism about organizational change
  • empowering leadership
  • family business
  • organizational inertia

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