Libraries, University of Nebraska-Lincoln
University of Nebraska-Lincoln Libraries: Faculty Publications
Accessibility Remediation
If you are unable to use this item in its current form due to accessibility barriers, you may request remediation through our remediation request form.
Document Type
Article
Date of this Version
1991
Abstract
Organizations can respond to change in their environments in a variety of planned and unplanned ways. In complex organizations, when the environment is unstable, managers need to examine their assumptions about how organizations function in order to develop effective strategies for introducing creativity and change. This essay reviews the assumptions behind theories of organizational decision making, explores how those assumptions affect how managers decide strategies for introducing change, and offers some ideas on how to introduce creativity into organizations that face ambiguous internal and external environments.
Comments
Published in JOURNAL OF LIBRARY ADMINISTRATION 14:2 (1991), pp. 59-71. Copyright (c) 1991 The Haworth Press. Used by permission.