This article responds to criticism that structural inertia theory neglects the internal influences on organizational adaptation. It develops a model exploring the logic of key decision makers in purposely endorsing structural inertia during organizational change. This response is labeled deliberate inertia, which is part of a typology delineating structural inertia. The model depicts a type of deductive reasoning showing the way that the structural status quo is intentionally selected when undertaking change for reasons outside population ecology. In asserting that structural inertia theory generally overlooks stability that stems from subjective sense making, the model indicates how decision makers delineate a belief in inertia (Layer 1 of the model), and then defend (Layer 2) and legitimize (Layer 3) this choice. This endorsement is deliberate and underscores the influence of decision makers in adopting inertia. Consequently, the model highlights why structural inertia is chosen regardless of pressures for and expectations of more fundamental structural change. The article discusses the implications of how this choice affects eventual structural change.
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