Organizational transformation and strategic learning in high risk, high complexity environments

The objective of the study was to use a technologically intensive industry as the platform for developing certain conceptual tools that can effectivel y aid in improving: a) the understanding of the main factors (environmental , organizational, and managerial) that affect the performance of technology -intensive organizations, and: b) the quality of the organizational develop ment and management in such organizations, primarily by means of multiple l evel, multiple-feedback-loop-driven learning. Case studies were conducted o n the four nuclear power utilities of New York State, and a comparative ana lysis of empirical findings was done. Finally, four theories of organizatio nal transformation and design were applied to the empirical findings to dra w inferences (such as the Organizational Structure Dual Nature Paradox) mor e generally applicable to other technology driven industries as well. (C) 1 999 Elsevier Science Ltd. All rights reserved.