Performance-Driven Organizational Change: The Organizational PortfolioIn 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. |
Contents
Organizational Portfolio Theory | 1 |
PerformanceDriven Organizational Change | 33 |
PerformanceDriven Organizational Change | 37 |
Copyright | |
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Performance-Driven Organizational Change: The Organizational Portfolio Lex Donaldson Limited preview - 1998 |
Common terms and phrases
adaptation and growth adaptive organizational change agency theory beta coefficient bounded rationality business cycle cash cow division causes of organizational causes of performance chapter competition competitors contingency contingency theory corporate governance corporate level corporate management corporate profit debt decline diversification and divisionalization diversified firms divestment division of low divisional adaptation divisional beta divisional performance divisional structure divisionalized corporation dog division economic firm performance functional structure Hence high performance higher increase independent boards industry large corporations leads low performance low risk low systematic risk maladaptation mance medium-systematic-risk divisions misfit negatively correlated non-executive directors occur oligopoly organization organizational adaptation organizational performance organizational portfolio factors organizational portfolio theory organizational risk organizational structure organizational theory pathological stability performance fluctuation poor performance portfolio effect positively correlated produce propositions question mark division rising star division risk i.e. risk reduction satisficing level strategic planning matrix strategy structural adaptation subsatisficing systematic divisional risk tion undiversified unsystematic variation