Abstract
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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© 1989 Springer-Verlag Berlin Heidelberg
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Jacobsen, C., Samuel, Y. (1989). Planned Organizational Change: Theory, Model, Data and Simulation. In: Milling, P.M., Zahn, E.O.K. (eds) Computer-Based Management of Complex Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-74946-9_9
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DOI: https://doi.org/10.1007/978-3-642-74946-9_9
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