Abstract
Changing complex organizational systems has suffered from some basic conceptual flaws, all related to the poor understanding of complexity and its effects. Most of the literature in the strategic management of change has thus been dominated either by broad oversimplified cycle-based theories such as punctuated change (Greiner, 1972; Kuhn, 1970; Tushman and Romanelli, 1985), or by jockingly simplistic and normative prescriptions (Miller, Greenwood and Hinings,1997).
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Hafsi, T. (1999). Changing Complex Organizational Systems: The Pull Between Fundamentals and Trivia. In: Urban, S. (eds) Relations of Complex Organizational Systems. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-322-96437-3_4
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DOI: https://doi.org/10.1007/978-3-322-96437-3_4
Publisher Name: Gabler Verlag, Wiesbaden
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