• Summary
  • Contents
  • Subject index

In this book, Lex Donaldson, one of the leading scholars in the field of organization theory, introduces a compelling theory of performance-driven organizational change, Organizational Portfolio Theory. In explaining why organizations change and also why they fail to change, the theory reconceptualizes the organization as a portfolio with a number of different causes of organizational performance varying over time. The author argues that without a performance crisis there is a good chance that necessary organizational changes will not be forthcoming, and that moreover, the adaptive change induced by the crisis creates the capacity for fresh organizational growth.

Competition and Organizational Change
Competition and organizational change

Competition is one of the toughest facts of economic life for a firm. It is a major source of external pressure on the firm to adapt and become more effective. Yet competition has received insufficient attention in organizational theory to date. This chapter seeks to begin an organizational theory analysis of competitive dynamics.

The approach here is to consider the interaction between competing firms. The adaptation of any one firm results in part from the effects of its competitors. This means that the adaptation of any one firm needs to be seen in the context of the degree of adaptation of its competitors. We begin to see that it is not only the adaptation of the firm that is ...

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