Performance-Driven Organizational Change: The Organizational Portfolio. (book review)

Lex Donaldson. Thousand Oaks, CA: Sage, 1999. 231 pp. $24.95, paper.

Performance-Driven Organizational Change is a curious book. It is a theory of the causes and effects of organizational performance but is written from an unusual perspective, in part of the theory, the author argues that high performance--at least sustained high performance--isn't good for organizations because it makes people averse to change. Adaptive change requires firms to have a good kick in the pants. It follows that firms exposing themselves to risk and thus experiencing periodic downturns wil