A DIAMETRIC FORCES MODEL OF STRATEGIC CHANGE - ASSESSING THE ANTECEDENTS AND CONSEQUENCES OF RESTRUCTURING IN THE HIGHER-EDUCATION INDUSTRY

This study examines the environmental and organizational forces, count er-forces, and performance consequences of strategic restructuring in the higher education industry. The study proposes a diametric forces m odel to address the conflicting pressures for strategic change faced b y these organizations, and uses extensive longitudinal data spanning t he last two decades to examine the ways in which restructuring has bee n used as a successful adaptive response. The results suggest that, co ntrary to ecological predictions, restructuring is a predictable, comm on, and performance-enhancing response to changing environmental condi tions. The study concludes by discussing the applicability of its find ings for research on corporate restructuring and strategic change.