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Changing Complex Organizational Systems: The Pull Between Fundamentals and Trivia

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Relations of Complex Organizational Systems

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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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Authors
  1. Taïeb Hafsi
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Editors and Affiliations

  1. Strasburg University (Robert Schuman), USA

    Sabine Urban (Professor, Head) (Professor, Head)

  2. CESAG (Centre of Managerial Research)/I.E.C.S., USA

    Sabine Urban (Professor, Head) (Professor, Head)

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© 1999 Springer Fachmedien Wiesbaden

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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

  • Print ISBN: 978-3-409-11487-5

  • Online ISBN: 978-3-322-96437-3

  • eBook Packages: Springer Book Archive

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