Abstract
This case study shows the application of a model of institutional change based on open and closed system theory. The changes in the Drought Secretariat within Queensland Department of Primary Industries since July 1988 are used to illustrate the way in which technological knowledge flows can induce significant cultural changes in institutions. During the transformation of the Secretariat four distinct phases were identified. Phase I corresponded to a period of stable operation up to July 1988. Phase II was characterized by unsettling influences stemming from technological developments elsewhere together with dissatisfaction with existing drought relief strategies. Phase III was a time of rapid change to new levels of organizational complexity. The final phase IV saw a return to stable conditions in the Secretariat, but with much enhanced capabilities for managing for drought. The case study supports the conceptual model of organizational change with its emphasis on collective, holistic action and the self-organizing behaviour of social systems.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
