Caudal autotomy as a managerial tool in the change processes involved in organizational behavior

Abstract

This study uses the metaphor of caudal autotomy - the ability of some animals to shed their tails to evade predators - to investigate the role of strategic flexibility in managing organizational change. The research explores the concept of 'organizational autotomy', where parts of a company are selectively detached to enhance overall survival and adaptability amidst turbulent market environments. We examine diverse organizations and their responses to significant industry shifts, economic challenges, or internal crises. This study was based on the studies of El Kadi & Pelekais (2014) and Nelson, Quick, Armstrong, Roubecas, Condie. (2020). The findings indicate that successful 'organizational autotomy' relies on three key factors: Proactive identification of detachable elements, efficient execution of detachment, and a robust regrowth plan for post-detachment sustainability. This paper, thus, presents a novel perspective on organizational adaptability and resilience, providing valuable insights for leaders, managers, and change agents. Future research directions include quantifying the impacts of 'organizational autotomy' and establishing best practice guidelines for its implementation.