From books proposing recipes for managerial success to academic research, literature in management is still frequently based on an implicit assumption of stability and a quasi-mechanistic view of organization. For some, management has achieved the status of science. Prediction and replicability are seen possible. This might be taken as an indication of the maturity the field has achieved. However, for those who run organizations, management is not always a straightforward endeavor. It can be much more complex than what simplistic recommendations imply. Prediction is difficult and replicability, hazardous. Researchers such as Fombrun (1986), Jauch and Kraft (1986), Nystrom et al. (1976), Quinn and Cameron (1988) and Weick (1977) have already challenged the view of a rational and mecha- nistic organization. Instead, political games between organizational actors, intuition, and random events come into play in shaping an organization's futur