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.
About the author
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).
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