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Kim S Cameron Robert I Sutton and David A Whetten
Section A Decline as a Change Process
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action adaptation Administrative analysis associated become behavior cause Chapter closing competition consequences consider continue corporate costs crisis cycle death decision demand effects employees environment environmental evidence example existing expected experience factors failure firms function ganizational growth human important increased individual industry initial innovation institution internal Journal Layoff lead leaders less literature loss major measures ment newspapers niche observed occur operating organizational decline organizations performance period phases planning political population positive present Press problem Psychology reduce relatively responses result retrenchment Review Science selection situation social sources stage strategies stress strong structure successful suggests task theory threat tion tional top managers turbulence turnaround units University variables York zational