Performance-Driven Organizational Change: The Organizational PortfolioIn 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. |
Contents
Chapter 1 Organizational Portfolio Theory | 1 |
Chapter 2 PerformanceDriven Organizational Change | 33 |
Chapter 3 The Business Cycle and Organizational Change | 61 |
Chapter 4 Competition and Organizational Change | 81 |
Chapter 5 Adaptation Confounds | 103 |
Chapter 6 The Corporation and Risk | 113 |
Chapter 7 Risk and Corporate Governance | 137 |