The Case of Disappearing Firms: Death or Deliverance?

Journal of Organizational Behavior, Vol. 27, Issue 1, pp. 101-108, 2006

University of Alberta School of Business Research Paper No. 2013-511

Posted: 5 Jun 2013

See all articles by Royston Greenwood

Royston Greenwood

University of Alberta - Department of Strategic Management and Organization

Roy Suddaby

Peter B Gustavson School of Business

Date Written: Feb 1, 2005

Abstract

To consider the argument presented in Stubbart and Knight's paper (see, Stubbart C. I. and Knight M. B. (2006), "The Case of the Disappearing Firms: Empirical Evidence and Implications", Journal of Organizational Behaviour, Vol. 27, pp. 79-100) that, since the majority of organizations have relatively short life spans, the meta theory (which assumes that organizations could live forever if managed well) is wrong in believing that managers make a difference and therefore research and teaching in business schools will have to be re-thought. Argues that, although Stubbart and Knight are correct to challenge the "received wisdom" and to call for more systematic investigation into organizational life cycles (and the role and relevance of managers), this focus should not divert attention away from another central question, why should it be assumed that organizations should live forever (who benefits from this assumption)?

Suggested Citation

Greenwood, Royston and Suddaby, Roy Robert, The Case of Disappearing Firms: Death or Deliverance? (Feb 1, 2005). Journal of Organizational Behavior, Vol. 27, Issue 1, pp. 101-108, 2006, University of Alberta School of Business Research Paper No. 2013-511, Available at SSRN: https://ssrn.com/abstract=2274403

Royston Greenwood (Contact Author)

University of Alberta - Department of Strategic Management and Organization ( email )

Edmonton, Alberta T6G 2R6
Canada

Roy Robert Suddaby

Peter B Gustavson School of Business ( email )

Victoria, British Columbia
Canada
250-721-6401 (Phone)

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