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The Dynamics of Chronic Failure: A Longitudinal Study

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  • Dean F. Eitel

Abstract

Over a 25-year period, due to its continued under-performance, repeated efforts were made to reduce the costs and refocus the efforts of a regional office of a national agency. Eventually these efforts resulted in the office being effectively eliminated. This article argues that the processes used during organization change efforts were so flawed that they actually accentuated chronic failure. Even with highly dedicated professional staff and the desire to properly spend public money, an organization can fail in the institutional domain while still protesting and pursuing success in the client domain.

Suggested Citation

  • Dean F. Eitel, 2004. "The Dynamics of Chronic Failure: A Longitudinal Study," Public Money & Management, Taylor & Francis Journals, vol. 24(4), pages 243-250, August.
    • Handle: RePEc:taf:pubmmg:v:24:y:2004:i:4:p:243-250
    DOI: 10.1111/j.1467-9302.2004.00426.x
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    References listed on IDEAS

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    1. Marie McHugh & Geraldine O'Brien & Joop Ramondt, 2001. "Finding an Alternative to Bureaucratic Models of Organization in the Public Sector," Public Money & Management, Taylor & Francis Journals, vol. 21(1), pages 35-42, January.
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    Cited by:

    1. Akbar, Yusaf & Németh, Adél & Niemeier, Hans-Martin, 2014. "Here we go again…the Permanently Failing Organization: An application to the airline industry in Eastern Europe," Journal of Air Transport Management, Elsevier, vol. 35(C), pages 1-11.

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