02463nam 2200589Ia 450 991081793670332120200520144314.00-7619-0354-21-4522-3804-91-322-41244-81-4522-2142-1(CKB)2550000000105531(EBL)996322(OCoLC)809771691(SSID)ssj0000675805(PQKBManifestationID)12294286(PQKBTitleCode)TC0000675805(PQKBWorkID)10670082(PQKB)10327768(MiAaPQ)EBC996322(OCoLC)1007858560(StDuBDS)EDZ0000083413(EXLCZ)99255000000010553119980608d1999 uy 0engur|||||||||||txtccrPerformance-driven organizational change the organizational portfolio /Lex Donaldson1st ed.Thousand Oaks, Calif. Sage Publicationsc19991 online resource (xv, 231 p.) illDescription based upon print version of record.1-4522-3146-X 0-7619-0355-0 Includes bibliographical references (p. 215-224) and index.Cover; Contents; Preface; Acknowledgments; Chapter 1 - Organizational Portfolio Theory; Chapter 2 - Performance-Driven Organizational Change; Chapter 3 - The Business Cycle and Organizational Change; Chapter 4 - Competition and Organizational Change; Chapter 5 - Adaptation Confounds; Chapter 6 - The Corporation and Risk; Chapter 7 - Risk and Corporate Governance; Chapter 8 - Divisional Performance and Change; Chapter 9 - Divisional Risk; Chapter 10 - Conclusions; References; Index; About the AuthorDonaldson reconceptualises the organisation as a portfolio with a number of different causes of performance, which vary over time. Without a performance crisis it is likely that needed organisational changes will not be forthcoming.Organizational changeOrganizational effectivenessOrganizational change.Organizational effectiveness.658.4/063Donaldson Lex118003MiAaPQMiAaPQMiAaPQBOOK9910817936703321Performance driven organizational change465946UNINA