Scholarlink

<p>Organizational inertia (OI) refers to the tendency of an organization to continue on its current structures and practices. Despite increasing research on the factors and effects of inertia rather than a systematic approach to assessing an organization's ability to resist inertia and adapt to change. To bridge this gap, this study proposes a novel multi-attribute decision-making method, HF-TOPSTIS, that holistically evaluates anti-inertia by integrating subjective expert judgments with quantitative dynamic trend analysis. The approach provides a clear perspective on the dynamic development of organizations by providing triple reference points to maximize positive ideal anti-inertia and minimize negative ideal anti-inertia while distinguishing between positive and negative change trends at a rate of 0. Moreover, the proposed method offers a nuanced perspective on organizational anti-inertia by incorporating trend and variation of change, and introducing the physics-inspired concept “impulse” to quantify anti-inertia. It enables a dialectical understanding of inertia’s double-edged nature. The method also supports cross-industry and peer comparisons, offering valuable insights for managing inertia and sustaining long-term adaptability across diverse organizations. Taking enterprises anti-inertia evaluation in Yunnan Province as a case study, the evaluation results aligned with actual, confirming the method’s applicability. Compared with other approaches, it shows advantages in aggregating evaluating scores and balancing internal trends with peer comparisons. As anti-inertia evaluation research remains in early stages, future work could explore dynamic, scalable models for ongoing strategic adaptation.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Research on a novel organizational anti-inertia evaluation method

  • 期刊论文

  • 发表日期：

    2026年1月21日

查看全文
  • Bo Song,
  • Dinghong Peng

摘要

Organizational inertia (OI) refers to the tendency of an organization to continue on its current structures and practices. Despite increasing research on the factors and effects of inertia rather than a systematic approach to assessing an organization's ability to resist inertia and adapt to change. To bridge this gap, this study proposes a novel multi-attribute decision-making method, HF-TOPSTIS, that holistically evaluates anti-inertia by integrating subjective expert judgments with quantitative dynamic trend analysis. The approach provides a clear perspective on the dynamic development of organizations by providing triple reference points to maximize positive ideal anti-inertia and minimize negative ideal anti-inertia while distinguishing between positive and negative change trends at a rate of 0. Moreover, the proposed method offers a nuanced perspective on organizational anti-inertia by incorporating trend and variation of change, and introducing the physics-inspired concept “impulse” to quantify anti-inertia. It enables a dialectical understanding of inertia’s double-edged nature. The method also supports cross-industry and peer comparisons, offering valuable insights for managing inertia and sustaining long-term adaptability across diverse organizations. Taking enterprises anti-inertia evaluation in Yunnan Province as a case study, the evaluation results aligned with actual, confirming the method’s applicability. Compared with other approaches, it shows advantages in aggregating evaluating scores and balancing internal trends with peer comparisons. As anti-inertia evaluation research remains in early stages, future work could explore dynamic, scalable models for ongoing strategic adaptation.