Abstract
This study had a dual purpose: firstly, to integrate the wide variety of seemingly diverse theoretical perspectives of various theorists with respect to organisational inertia into a single umbrella theoretical model. Secondly, to develop a measuring instrument that is based on the aforesaid theoretical model. The instrument was completed by 617 respondents in various industrial sectors undergoing transformation. Responses obtained on the 109 items were then subjected to a factor analysis and the two scales obtained were subjected to further iterative item analyses. Results indicate that organisational inertia is a one-dimensional construct. The implications of these findings are further discussed.