Ichak Adizes has developed original and practical conceptions of executive interaction, change management and corporate development, collectively referred to as “symbergetic organisational therapy”. Although his name is celebrated in some executive circles, it is not widely known within mainstream management academia. Further, Adizes’ insights into what organisations are and how they achieve optimal performance are not routinely dealt with in Western business schools. After exposing his ideas, this paper aims to investigate reasons for such neglect.
The approach adopted is textual analysis of Ichak Adizes’ publications.
The argument made is that reflection on the case of Adizes illustrates consequential problems in academia and, in particular, the disconnect between what happens in the academy and that which occurs when managers have to do their job.
The article features the work of Ichak Adizes, whose work is not well known within Western business school. It also highlights the disconnect between what happens in the academy and that which occurs when managers have to do their job.
