The study of organisational development is central to the discipline of management. Despite an array of models, our systematic knowledge of how organisations grow remains limited, with the dominant models of organisational development offering, at best, partial explanations of firm growth. The dominant schools of organisational development generally emphasise one source of change drivers (e.g., internal vs. external), as opposed to providing a more holistic and complete account of organisational development. There is also a lack of focus in the organisational development literature on the phenomena of continuous change. The literature remains dominated by examinations of radical, second order or discontinuous change, which often provides useful information on how firms deal with crises, but provides little by way of advice on how to avoid such crises in the first place. / PhD Doctorate
| Identifer | oai:union.ndltd.org:ADTP/286614 |
| Date | January 2002 |
| Creators | Beverland, Michael |
| Source Sets | Australiasian Digital Theses Program |
| Language | EN-AUS |
| Detected Language | English |
| Rights | Copyright 2002 Michael Beverland |
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