Avoiding repetitive change syndrome

MIT Sloan Management Review

Volumn 45, Issue 2, 2004, Pages 93-95

  Abrahamson, Eric ^a  

^a The Sanford C Bernstein Co Center for Leadership and Ethics   (United States)

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EID: 2442502670     PISSN: 15329194     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Review

References (2)

1. See, for instance, W.P. Barnett and J. Freeman, "Too Much of a Good Thing? Product Proliferation and Organizational Failure," Organizational Science 12, no. 5 (2001): 539-558.
2. Note that sometimes an organization is redlining - indicating that it should slow down - but the industry, in effect, won't let it stop revving the engine. When competitive pressures force rapid change, the organization may have no choice but to hold on for the ride, enduring the pain that comes along with it.