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Ideology, crisis intensity, organizational demography, and industrial type as determinants of organizational change in kibbutzim
Department of Management and Economics, Ariel University Centre, Ariel, Israel.
McMaster University, Hamilton, ON, Canada.ORCID iD: 0000-0003-0563-0899
Bar-Ilan University, Ramat-Gan, Israel.
2010 (English)In: Journal of Applied Behavioral Science, ISSN 0021-8863, E-ISSN 1552-6879, Vol. 46, no 3, p. 388-414Article in journal (Refereed) Published
Abstract [en]

Kibbutzim were a pure missionary organization known for their egalitarian-communal lifestyle. However, like many other organizational forms, the kibbutz model has been subjected to significant pressures to become more market oriented. This challenges the existence of kibbutzim in many ways. Stressing ideological homogeneity as a key predictor of change, this study also examines the effect of crisis as assessed by financial distress, demographic depletion, and type of manufacturing industry, on change intensity. Using a sample of 171 kibbutzim over a 7 year-period, the findings indicate consistent effects of ideology, crisis intensity, demographic depletion, and organizational size on change intensity. Theoretical implications for atypical organizations are discussed.

Place, publisher, year, edition, pages
Sage Publications, 2010. Vol. 46, no 3, p. 388-414
Keywords [en]
demographic depletion, ideological homogeneity, kibbutz, organizational change
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-34402DOI: 10.1177/0021886310367945ISI: 000281357500006Scopus ID: 2-s2.0-77956074712OAI: oai:DiVA.org:hj-34402DiVA, id: diva2:1246309
Available from: 2018-09-07 Created: 2018-09-07 Last updated: 2018-09-07Bibliographically approved

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  • nn-NB
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