Question:medium

Read the following passage and answer the question below.

Demography of organisations, also called population ecology, is an interesting field. It proposes that organisational mortality processes depend upon the age and size of the organisation, as well as on characteristics of populations and environments. Moreover, there is evidence of an imprinting process, meaning that environmental conditions at certain early phases in an organisation's development have long-term consequences. In particular, organisations subject to intense competition have elevated mortality hazards at all ages. A central theme is structural inertia, the tendency for organisations to respond slowly relative to the speed of environmental change. A central argument holds that the inertia derives from the very characteristics that make organisations favoured actors in modern society in terms of reliability and formal accountability. It follows that changes in an organisation's core features are disruptive and increase mortality hazards, at least in the short run. Research on this subject tends to support this view. The concept of niche provides a framework of relative environmental variations and competition to population dynamics and segmentation. Much empirical work examines the niches of organisational populations in terms of dimensions of social, political, and economic environments. Most research in this field builds on theories of resource partition and of density dependence. Resource-partitioning theory concerns the relationship between increasing market concentration and increasing proliferation of specialists in mature industries. The key implication of this theory concerns the effects of concentration on the viability of specialist organisations, those that seek to exploit a narrow range of resources. The theory of density-dependent organisational evolution synthesizes ecological and institutional processes. It holds that growth in the number of organisations in a population, density, drives processes of social legitimatisation and competition that, in turn, shape the vital rates.

Question: Most top-notch business consultants recommended changing the entire configuration of an organisation's strategy, structure and systems. If the ideas contained in the passage are agreed to, then such a recommendation:

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Connect the recommendation to the passage's idea of structural inertia and what happens when core features change all at once.
Updated On: Jul 10, 2026
  • tends to rejuvenate the organisation.
  • tends to make the organisation more aligned to the external environment.
  • tends to increase the competitiveness of the organisation by redefining its core competence.
  • tends to increase the vulnerability of the organisation.
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The Correct Option is D

Solution and Explanation

The passage builds its whole argument around structural inertia, the idea that organisations survive partly because they change slowly, and that fast, sweeping change to their core features works against this survival mechanism. It says outright that changing core features is disruptive and raises mortality hazards in the short run. Changing strategy, structure, and systems all at once is about as complete a change to core features as an organisation can undergo.

  1. Tends to rejuvenate the organisation: this treats sweeping change as a cure, but the passage frames this exact kind of change as a disruption and a risk, not a source of renewal.
  2. Tends to make the organisation more aligned to the external environment: this assumes the change will succeed at realigning the firm with its environment. The passage never promises this outcome, it only flags the danger the attempt itself creates.
  3. Tends to increase competitiveness by redefining core competence: again this assumes a positive outcome from redefining the core, which is the opposite of what the passage's evidence on mortality hazards supports.
  4. Tends to increase the vulnerability of the organisation: this is the one option that matches the passage's own claim directly, disruptive change to core features raises mortality hazards, in other words, it makes the organisation more vulnerable, at least in the short run.

Since the passage links change in core features to raised mortality hazards rather than to any guaranteed improvement, the recommendation to overhaul strategy, structure, and systems together would make the organisation more vulnerable, not stronger.

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