The Reforming Organization

In large modern organizations there is often a strong belief in reform - that it is possible to change organizational structures, processes and ideologies from above and by rational choice and design. This volume sets out to explain three phenomena: that reforms occur (even if they show little sign of success), the contents of reforms (why reformers propose specific solutions), and the effects of reforms. In the reform perspective, the reformers, their intentions and abilities, as well as features of the reformed organizations are considered important explanatory factors. In the book it is argued that more significant explanations can be found outside reformers and individual organizations. Reforms are the result of attempts at modernization, shifts in administrative fashions, the existence of insoluble administrative problems in organizations, and the organizational tendency to forget previous reform experiences. The contents of reforms are determined by strong rationalistic conceptions of organizations as well as by strong administrative fashions. Reforms may stabilize and legitimize common conceptions of organizations, rather than leading to real changes and better results. The book is based on a large number of studies of attempts of administrative reform in private and public organizations.