Retrenchment, Loose Structure and Adaptability in the University

Abstract

This article focuses on the structural components of adaptability during retrenchment in five universities. The works of Simon and Glassman on loose structure are combined, adapted to organizational settings and operationalized to arrive at propositions relating looseness to adaptability. The propositions are then examined in light of case study data. On examining the data, it is clear that the hypothesized benefits of loose structure did not generally occur. Problems of organizational retrenchment have become increasingly salient in the past few years as cities totter on the edge of bankruptcy and schools and universities struggle with recurrent deficits. The extent of the problem and the mechanics of organizational shrinkage have attracted much interest. Beyond the practical concerns, retrenchment poses some interesting theoretical questions.