Abstract
One of the main conclusions of the population ecology of organizations is the proposition that every organization has structural inertia and that selection pressures in modern societies favor organizations with high levels of inertia. This contradicts some main assumptions of strategic-adaptation perspective of organizational management. We tried to clarify the effects of structural inertia on organizational adaptations.
We did life-time analyses of 313 electric factory organizations in Kanagawa prefecture. We find that the organizations with large capital are more adaptive than originally small ones. In this sense, there are some inertial effects of original capital on organizational adaptations. But we cannot conclude the positive effects of structural inertia on organizational adaptations.
