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Contribution Details
| Type | Journal Article |
| Scope | Discipline-based scholarship |
| Title | The enactment of organizational decline: The self-fulfilling prophecy |
| Organization Unit | |
| Authors |
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| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
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| Journal Title | International Journal of Organizational Analysis |
| Publisher | Emerald |
| Geographical Reach | international |
| ISSN | 1758-8561 |
| Volume | 10 |
| Number | 1 |
| Page Range | 55 - 75 |
| Date | 2002 |
| Abstract Text | Building on the enactment perspective and past work on the self-fulfilling prophecy, this paper explores how organizational decline can be enacted through self-fulfilling prophecies of decline. We present two self-fulfilling prophecy-based models of organizational decline, one in which decline is enacted unintentionally through the predictions of an organization's managers, and a second in which decline is enacted unintentionally through the predictions of external constituencies. We articulate propositions that capture the dynamics of each model and that are intended as a platform for future empirical research. We also discuss the implications of our theoretical framework for future theory development on the causes of organizational decline, and offer suggestions for managers who wish to avoid organizational decline. |
| Digital Object Identifier | 10.1108/eb028944 |
| Other Identification Number | merlin-id:9874 |
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