The environment of modern organizations is so complex and
volatile that we take for granted that organizational change is
necessary for organizational survival. Yet the literature on
organizations has for years described manifold obstacles to such
change. First published in 1971, this book extracts from that
literature and from experience a comprehensive yet concise overview
of those barriers. Because these elements of the analysis are as
valid now as when they were originally written, The Limits of
Organizational Change is still widely read and cited nearly a
quarter-century later.
From the premises of this argument, Kaufman drew a number of
conclusions about organizational survival and extinction, age and
size, centralization and decentralization, and organizational
evolution. Subsequent research and reflection induced him to refine
and modify some of those inferences. The modifications are spelled
out in a new preface that gives fresh relevance to his findings and
his conjectures.
Yet The Limits of Organizational Change is not a ponderous,
labored work. As one reviewer remarked, it is "a delightful set of
essays . . . a review of empirical research in a witty,
conversational style. . . ." (The Rocky Mountain Social Science
Journal). It is a book one can enjoy as well as profit from, and
will be a useful tool for managers, organizational studies
scholars, and sociologists.
General
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