In this concluding article the guest editors take a reflective stand with respect to this special issue of the Journal of Organizational Change Management dedicated to exploring the ways in which Chaos is made applicable to and actionable in organizations. This summation chronicles a search for common ground as well as differences between the individual contributions. In addition, we respond to a number of issues we believe to be pertinent to the advancement of Chaos as a metapraxis of organizational change, concluding with a few suggestions for future research.
Fitzgerald, L.A. and van Eijnatten, F.M. (2002), "Reflections: Chaos in organizational change", Journal of Organizational Change Management, Vol. 15 No. 4, pp. 402-411. https://doi.org/10.1108/09534810210433700Download as .RIS
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