Deframing Organization Concepts

Over the last decades a large number of organization concepts have been introduced in the theory and practice of organization. This book aims to scrutinize the quality of organization concepts, such as the "learning organization," "self-managing teams-50," "organizational culture and climate," "customer-friendly organizations," "old and new leadership approaches," etc., by checking how concepts have been - and are being - defined and constructed, as well as the quality of the frameworks (theories, paradigms) to which they are connected. Where is this proliferation and variation of concepts taking us, theoretically and practically? What is the value of these concepts? Do they increase our understanding, have they any analytical power and/or are they of practical use?