LEADER 02463nam 2200589Ia 450 001 9910817936703321 005 20200520144314.0 010 $a0-7619-0354-2 010 $a1-4522-3804-9 010 $a1-322-41244-8 010 $a1-4522-2142-1 035 $a(CKB)2550000000105531 035 $a(EBL)996322 035 $a(OCoLC)809771691 035 $a(SSID)ssj0000675805 035 $a(PQKBManifestationID)12294286 035 $a(PQKBTitleCode)TC0000675805 035 $a(PQKBWorkID)10670082 035 $a(PQKB)10327768 035 $a(MiAaPQ)EBC996322 035 $a(OCoLC)1007858560 035 $a(StDuBDS)EDZ0000083413 035 $a(EXLCZ)992550000000105531 100 $a19980608d1999 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aPerformance-driven organizational change $ethe organizational portfolio /$fLex Donaldson 205 $a1st ed. 210 $aThousand Oaks, Calif. $cSage Publications$dc1999 215 $a1 online resource (xv, 231 p.) $cill 300 $aDescription based upon print version of record. 311 $a1-4522-3146-X 311 $a0-7619-0355-0 320 $aIncludes bibliographical references (p. 215-224) and index. 327 $aCover; 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 Author 330 8 $aDonaldson 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. 606 $aOrganizational change 606 $aOrganizational effectiveness 615 0$aOrganizational change. 615 0$aOrganizational effectiveness. 676 $a658.4/063 700 $aDonaldson$b Lex$0118003 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910817936703321 996 $aPerformance driven organizational change$9465946 997 $aUNINA