By keeping the three different aspects to find why various managers respond differently for organizational change when face external environmental pressure, such as –
1. It has been discussed and argued by philosophers from Organizational learning that market deterioration may lead to new ways to organizational revision or change where managers can learn from the challenges or issues and work towards performing more based on the aspirations. Whereas philosophers from threat-rigidity argued by stating that environmental pressures may constrain the managers’ decision making and cognitive abilities. Hence, it is good have focus on both opportunities and threats to overcome business challenges.
2. It is the matter of fact that how the managers perceive external environment either as ‘objective entity’ or ‘cognitive construction’. This is taken in different ways such as (a) when environment is stable, and manager takes unrequired actions by perceiving this as turbulent; (b) Managers fail to take required action when the environment is turbulent; (c) by not having any objective presence other than what is perceived. Hence, managers from the same or various organizations perceive in different ways on what is happening in the organization or externally and interpret differently to take change actions required. In high competitive environments, managers succeed based on the timely right actions taken else they get stuck cognitive abilities.
3. Lastly, the third aspect deals with environmental pressures for change or stability such as (a) any organization with less established mission for all the stakeholders and the external environment, responds positively during the change; (b) With more concentrated power, organizations can take decisions by allocating resource for the change; (c) If the cause for change is more stable, it is perceived as everlasting. Hence, it is important to contemplate both the pressures for change and stability and any kind of dealings between them.
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