Organizational responses to a revolutionary environment: The case of Iran

Abstract

This study deals with organizational responses to the revolutionary environment, which is one with radical, sudden, unpredictable, multidimensional and rapid changes. A conceptual and theoretical model is developed to facilitate a better understanding of the way in which organizations adapt to these environmental changes. The impact of the environmental changes on the organizational entities is explored, as well as the organizational responses to such changes. The various alternatives that successful organizations have used in order to survive and cope with the environmental changes are explained. The rearrangement of vested interest groups and the configuration of the power systems in the organizations, and the relationship of these systems with power systems in society, are discussed.