ORGANIZATIONAL PORTFOLIO THEORY: PERFORMANCE‐DRIVEN ORGANIZATIONAL CHANGE

Lex Donaldson

39 citations0/0 files storedContemporary Economic Policy

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Organizational Management and Leadership Organizational Change and Leadership Organizational Management and Change

Abstract

The article outlines some of the main ideas of a new organizational theory: organizational portfolio theory. The literature has empirically established that organizations tend not to make needed adaptive changes until they suffer a crisis of low organizational performance. Organizational portfolio theory takes this idea and constructs a theory of the conditions under which organizational performance becomes low enough for adaptive organizational change to occur. The focus is on the interaction between organizational misfit and the other causes of organizational performance. To model these interactions use is made of the concepts of risk and portfolio.

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References

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2009Board composition and firm performance variance: Australian evidence 2009Organization Theory as a Positive Science 2003A portfolio approach to the development of differentiated purchasing strategies 2017Product market diversification and market emphasis 2011Complexity and the Dynamics of Organizational Change

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