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Parties Change: So What?
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than under longer-tenured leadership. (See assumptions A11, A11', A10, A7.)
Moving beyond intended effects, the greater rigidity that comes with
institutionalization increases the likelihood of internal political disruptions. Though defining institutionalization differently than we do (1988: 59), Panebianco’s proposition applies for us as well:
A highly institutionalized party is one in which change takes place slowly and laboriously, one which is more likely to break up because of excessive rigidity (as was the case with the SPD in 1917) than to experience deep-rooted and unexpected changes. (1988: 58)
In the highly instititutionalized party, where routines are valued and distributions are ingrained, organizational change is likely to be strongly resisted, and once adopted, its implementation even more strongly resisted, by many “old hands” within the party. Change and its implementation are likely to come with less disruption in younger, less institutionalized parties.
P3:
The greater the institutionalization of the party’s organization, the more likely that organizational change will result in internal political disruptions. (See assumptions A5'’, A12'.)
Though not part of our concept of “institutionalization,” there is another aspect of
party organization which is relevant and should also be considered here. While we have posited above (P1) that institutionalization has a dampening effect on intended effects of organizational change, Panebianco suggests that a party’s degree of “systemness” (which is actually included in his own conceptualization of institutionalization, but is explicitly excluded from ours) actually encourages further change once the process has begun. For Panebianco (1988: 56-57), systemness refers to the “internal structural coherence of the organization,” such that “when an organizational system leaves a good deal of autonomy to its sub-groups, its degree of systemness is low.”
With regard to organizational change, Panebianco (1988: 214), as already noted
above, argues that because of the interrelated nature of an organization’s parts, “change in one part leads to changes in the entire organization.” However, he further argues that the “velocity and intensity” of the reactive changes will depend on systemness: “if its structural coherence is high, interdependence is high, and so thus are he speed and intensity of the change’s ‘propagation.’” Paraphrasing Panebianco, we posit:
P4:
The higher the degree of organizational systemness, the greater the speed and intensity of a “cumulative reaction” process of change.
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19
than under longer-tenured leadership. (See assumptions A11, A11', A10, A7.)
Moving beyond intended effects, the greater rigidity that comes with
institutionalization increases the likelihood of internal political disruptions. Though
defining institutionalization differently than we do (1988: 59), Panebianco’s proposition
applies for us as well:
A highly institutionalized party is one in which change takes place slowly and
laboriously, one which is more likely to break up because of excessive rigidity (as
was the case with the SPD in 1917) than to experience deep-rooted and unexpected
changes. (1988: 58)
In the highly instititutionalized party, where routines are valued and distributions are
ingrained, organizational change is likely to be strongly resisted, and once adopted, its
implementation even more strongly resisted, by many “old hands” within the party.
Change and its implementation are likely to come with less disruption in younger, less
institutionalized parties.
P3:
The greater the institutionalization of the party’s organization, the more likely that
organizational change will result in internal political disruptions. (See assumptions
A5'’, A12'.)
Though not part of our concept of “institutionalization,” there is another aspect of
party organization which is relevant and should also be considered here. While we have
posited above (P1) that institutionalization has a dampening effect on intended effects of
organizational change, Panebianco suggests that a party’s degree of “systemness” (which is
actually included in his own conceptualization of institutionalization, but is explicitly
excluded from ours) actually encourages further change once the process has begun. For
Panebianco (1988: 56-57), systemness refers to the “internal structural coherence of the
organization,” such that “when an organizational system leaves a good deal of autonomy to
its sub-groups, its degree of systemness is low.”
With regard to organizational change, Panebianco (1988: 214), as already noted
above, argues that because of the interrelated nature of an organization’s parts, “change in
one part leads to changes in the entire organization.” However, he further argues that the
“velocity and intensity” of the reactive changes will depend on systemness: “if its structural
coherence is high, interdependence is high, and so thus are he speed and intensity of the
change’s ‘propagation.’” Paraphrasing Panebianco, we posit:
P4:
The higher the degree of organizational systemness, the greater the speed and
intensity of a “cumulative reaction” process of change.
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