Organizations have to adapt to their environments in order to survive (Lawrence and Lorsch, 1967; Weick, 1969; Galbraith, 1967). Hence, recurrent structural changes are strategic responses of organizations to the growing turbulence of modern society (e.g., Tichy, 1983). While most organizations can alter their strategies, structures and procedures to some extent, many changes do not achieve their stated goals because of inertial forces blocking the way (Hannan and Freeman, 1984). Many of the factors affecting organizational change processes have already been identified (cf. Zaltman and Duncan, 1977), but we still lack a comprehensive view that integrates the various interplaying forces (Nadler, 1981; Carnell 1986).

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Date created

• 1989

Type

• Document

Processing Activity

• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

License

• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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ITEM CONTEXT

Part of

a656a490ae4bb95659d385b98804153f

Scope and Contents

Part of

23d738ba88f8333bc39725f9cb5bd0b8

Scope and Contents

Part of

229aea09844305a482784be9fca550ff

Scope and Contents

Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives