This paper reports on a study which examined firstly the extent to which managers from the same corporation shared similar perceptions of corporate strategy, secondly, the extent of consensus across the corporations and finally the extent of consensus about different rationales for corporate...

In this paper we suggest that strategic change should be considered from an individual manager perspective. We believe that change can only take place in organisations if managers behave differently, if they engage in non-routine activities. We argue that managers engage in change activities if...

This paper argues that for us to advance our thinking on the management of change, it may be useful to re-conceive of change as a process of knowledge generation. For organisational transformation to occur, an organisation's members need to evolve new tacit knowledge about the way they interact...