Managing Organizational Inertia: Indonesian Family Business Perspective

Teofilus Teofilus; Elia Ardyan; Timotius F C W Sutrisno; Sabar Sabar; Verrell Sutanto

doi:10.3389/fpsyg.2022.839266

Managing Organizational Inertia: Indonesian Family Business Perspective

Front Psychol. 2022 May 19:13:839266. doi: 10.3389/fpsyg.2022.839266. eCollection 2022.

Authors

Teofilus Teofilus¹, Elia Ardyan², Timotius F C W Sutrisno¹, Sabar Sabar³, Verrell Sutanto¹

Affiliations

¹ Faculty of Business and Management, School of Business and Management, Universitas Ciputra, Surabaya, Indonesia.
² Faculty of Business and Management, School of Business and Management, Universitas Ciputra, Makasar, Indonesia.
³ Department of Visual Communication Design, Sepuluh Nopember Institute of Technology, Surabaya, Indonesia.

Abstract

The ability to transform on a regular basis is critical in the effort to adapt to external challenges; however, changes to an organization's fundamental characteristics may increase the likelihood of failure. Because of this, organizational restructuring efforts appear to engender cynicism, which appears to be one of the most significant obstacles facing contemporary businesses, particularly in this area. Organizational inertia is the term used to describe this aversion to change, as well as the desire to maintain the current status quo. A new organizational culture capable of combating the incidence of organizational stagnation is required by massive social, economic, and technological difficulties, and firms that employ the concept of empowering leadership will be able to meet these challenges. For the purposes of this study, a framework for discussing the phenomena of organizational cynicism was developed and implemented.

Keywords: attribution theory; cynicism about organizational change; empowering leadership; family business; organizational inertia.