Abstract
This ambitious book is intended to make an impact on management philosophy and practice regarding the so-called "office revolution." It is, however, filled with esoteric jargon, which clouds the real contribution that it does make. That contribution is recognition that the social organization of the office place—the rules and procedures by which groups of people get things done—must be interwoven intimately with the organization of the technology used to do the work. It tries to reach both professional and academic audiences and suffers a bit in doing each. (Reviewed by Frank M. Howell, North Carolina State University)
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