000			02036naa a2200193uu 4500
001			6121214110621
003			OSt
005			20190211161632.0
008			061212s1996 xx ||||gr |0|| 0 eng d
100	1		_aALLMENDINGER, Jutta _928989
245	1	0	_aOrganizations in changing environments : _bthe case of East German symphony orchestras
260			_aIthaca : _bJohnson Graduate School of Management, _cSeptember 1996
520	3		_aTwo periods of radical political-economic change in the former East Germany illuminate dynamics of organization-environment relationships that generally are hidden from view. Historical, qualitative, and survey data from a longitudinal comparative study of 78 orchestras in four nations show that the contexts of East German orchestras changed significantly when the socialist regime took power after World War II, and then again in 1990 when that regime fell. Socialist rule only modestly affected orchestras' institutional features, however; they continued to reflect centuries-old German musical traditions. The collapse of socialism in 1990, by contrast, provoked differentiation among orchestras - some adapted succesfully to the new political-economic context, but others floundered. Successful adaptation was found to be a joint function of an orchestra's prior strength as an organization and the kinds of leadership initiatives taken by orchestra leaders and players. Overall, the findings suggest that the size and character of environmental effects depend on the degree to which contextual changes alter (a) the strength of the link between organizational actions and resources obtained (resource contingency) and (b) organizations' latitude to manage their own affairs (operational autonomy)
700	1		_aHACKMAN, J. Richard _928990
773	0	8	_tAdministrative Science Quarterly _g41, 3, p. 337-369 _dIthaca : Johnson Graduate School of Management, September 1996 _xISSN 00018392 _w
942			_cS
998			_a20061212 _b1411^b _cNatália
998			_a20101108 _b1553^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c20612 _d20612
041			_aeng