Discovering organisational inertia from a dynamic behavioural perspective

Purpose As the term organisational inertia was the subject of discussion from several perspectives, there was an overlap in opinions regarding its existence, origin and causes. Therefore, this study aims to give a comprehensive view of the notion of organisational inertia and its dimensions, as well as a theoretical analysis of its components from the perspective of the collective dynamic behaviour of organisations. Design/methodology/approach This paper used a conceptual research framework to combine previous research and associated work to explain the phenomenon of organisational inertia. Findings This study contributed to tracing the paths of organisational inertia’s genesis, tracking its prospective impacts and examining its mechanism of action in light of pertinent scientific theories. Originality/value Modern organisations are subjected to exceptional forces that require them to alter their business models, so change has become a permanent hallmark of the business world. In this context, organisations face pressures known as organisational inertia that oppose this change. This paper uncovered ambiguity surrounding organisational inertia and contributed to the literature by introducing a new understanding of the theory and practice.