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Published:
Dec 31, 2006Keywords:
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Main Article Content
An Intervention Framework Base on Complementary Theory of Organization Decline
Abstract
This paper has developed an intervention framework based a complementary theory of organization decline. Any management intervention effort is normally based on a certain theory of organizational decline i.e. a theory that explains the causes for failure of organizations. Four major theories of organisational decline were identified in the literature, reviewed and integrated into one, presumably more superior, theory of organisational decline. They included the natural selection theory, the resource-based theory, the theory of misperception of feedback and the contingency theory. The new theory was then used to guide the design of an intervention framework. The framework was then used to produce and evaluate an intervention in one manufacturing firm based in South Africa. The results support the efficacy of the integrated theory and it is concluded that in order to ensure that intervention efforts produce successful results, the underlying framework of such efforts must be based on a relatively adequate theory of organizational decline. It is also concluded that the complementary theory of organizational is relatively more adequate compared to the four theories of decline that are discussed in the paper.
