Year: 1980
Type: report
Abstract: Historically, organizational theory and the theory of organizational change have been preoccupied with highly structured organizations, the bureaucracy being the archetype. But recently what may be called a loosely organized system has attracted the attention of some organizational theorists and change theorists. Loosely organized systems are well exemplified by relations between organizations, but they also occur within organizations, especially large ones like multinational corporations. If intervention is defined as a way of organizing to promote learning and change in social systems, then the question arises: How is this organizational task accomplished in a loosely organized system? This is the central question in this paper, which revolves around the study of intervention in a network of community agencies: How does the interventionist shape an essentially integrative strategy to an essentially disintegrative social system?
Authors: Robert Kaplan, Michael Lombardo
Language: English
Domain: Social Sciences
Open Access status: gold
OpenAlex ID: W4298057095