Deframing Organization Concepts

Over the last decades a large number of organisation concepts have been introduced in the theory and practice of organisation. This book aims to scrutinise the quality of organisation concepts, such as the learning organisation , self-managing teams-50 , organisational culture and climate , customer-friendly organisations , 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?