Understanding stability and change in fields

In the literature on organizations, there are two very different views of social change. One emphasizes piecemeal change and actor learning. The other views change as more revolutionary resulting in entirely novel forms of organizations. On the surface, these two conceptions of social change seem incompatible. But, I argue that by situating organizations in field analysis, we can make sense about the conditions under which both can occur. This paper offers a framework for understanding strategic action in organizational fields. Embedded in this framework is the idea that these different theories of change operate under quite different structural conditions of fields. The emergence or transformation of a field implies radical change precisely because all elements of the structuring of the field are in flux. If one is observing an already existing field, then the dynamics of interaction are likely to be quite different. Actors in existing fields will work to maintain their position in the field. They will engage in strategic action to make changes in response to what others are doing in the field. Thus, in a stable field where the game for position is ongoing, we expect change to be more incremental, more imitative, and often, in reaction to the moves of others. I end by presenting an example of stability and suggesting a research agenda.