| Performance-Driven Organizational Change: The Organizational Portfolio Contributor(s): Donaldson, Lex (Author) |
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ISBN: 0761903550 ISBN-13: 9780761903550 Publisher: Sage Publications, Inc OUR PRICE: $90.25 Product Type: Paperback - Other Formats Published: October 1998 Annotation: In Performance-Driven Organizational Change, Lex Donaldson, one of the leading scholars in the field of organizational theory, introduces a thought-provoking theory of performance-driven organizational change. He argues that recurrent crises of poor organizational performance are required to trigger adaptive organizational change in many aspects of the organization. Moreover, the adaptive change induced by each crisis creates the capacity for fresh organizational growth. Hence, through a series of adaptations and resulting growth spurts, the organization grows larger and more effective. He notes that while there has been much research into optimal management and human resource practices resulting in prescriptive advice, that without performance crises there is a good chance that needed organizational change will not be forthcoming. This book is highly recommended for advanced students, researchers, and scholars in the areas of organization theory, organizational change, strategy, human resource management, and economics. |
| Additional Information |
| BISAC Categories: - Business & Economics | Structural Adjustment - Business & Economics | Organizational Behavior |
| Dewey: 658.406 |
| LCCN: 98-25383 |
| Physical Information: 0.6" H x 9.36" W x 5.74" (0.88 lbs) 248 pages |
| Descriptions, Reviews, Etc. |
| Publisher Description: In this book, Lex Donaldson, one of the leading scholars in the field of organization theory, introduces a compelling theory of performance-driven organizational change, Organizational Portfolio Theory. In explaining why organizations change and also why they fail to change, the theory reconceptualizes the organization as a portfolio with a number of different causes of organizational performance varying over time. The author argues that without a performance crisis there is a good chance that necessary organizational changes will not be forthcoming, and that moreover, the adaptive change induced by the crisis creates the capacity for fresh organizational growth. |
Contributor Bio(s): Donaldson, Lex: - Lex Donaldson is Professor of Organizational Design at the Australian Graduate School of Management, University of New South Wales. His publications include American Anti-Management Theories of Organization: A Critique of Paradigm Proliferation (1995) and In Defence of Organization Theory: A Reply to the Critics (1985). |