Overview of Institutional–Organizational Inertia Nexus

This chapter provides insights on institutional – organizational inertia nexus using multiple dimensions of age dynamics, organizational age dynamics, the sphere of Inertia (myopia-hubris perception, level of motivation, rate of reaction, organizational politics, action-inaction dynamics, board of directors, corporate governance framework and communication-information nexus. Dimensions of inertia are topical and multifaceted and the attendant problems are contextual due to the multidisciplinary nature. Using extant literature of studies conducted in different contexts, it is evident that the dimensions of institutional-organizational inertia would continue due to increasing rates of disruptive changes, human cognition, and contextual push and pull factors. Understanding the factors that cause resistance to change and acceptance of change requires a contextual insight into the perceptual benefits and threats it poses to organizations and society. Furthermore, the institutional-organizational nexus connotes the critical impact of institutions and environmental forces on organizational actors. Scholarly evidence suggests the need to appreciate the evolving nature of the constructs domain, and the role of organizational actors and decision-makers. The findings and recommendations are premised on the need to adopt a holistic approach to investigate inertia.