A number of writers, March, Simon, Weick, Orton, Pfeffer and Clegg, have dealt with change in loosely coupled systems. But one associated aspect, the role of top management, has yet to be clarified. Drawing on recent empirical research in punctuated change and CEO replacement, we consider how tight coupling might lead to punctuated change while loose coupling facilitates continuous change. But loose-coupling is no simple prescription. It raises questions about the "glue" that holds organizations together through significant change. We argue top management has a crucial role creating and maintaining this cohesion. Rejecting the weaker notion of "shared values," we focus on the cohesive function of behavior and on top management's role in shaping the loosely coupled organization's patterns of practice.
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