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Building leadership capacity for change as the norm

Fleming, Kerrie (ed.); Millar, Carla (ed.) - 2019

Persistent link: https://www.econbiz.de/10013042833

Ragsdell, Gillian - In: Journal of Organizational Change Management 13 (2000) 2, pp. 104-120

each instance, senior management recognised that, while their engineers possessed the “hard”, technical skills to fulfil … holistic approach to organisational change management. …

Persistent link: https://www.econbiz.de/10014890783

The greening of organizational culture

Harris, Lloyd C.; Crane, Andrew - In: Journal of Organizational Change Management 15 (2002) 3, pp. 214-234

The green management literature repeatedly argues that in order to behave in a sustainable manner, organizational …

Persistent link: https://www.econbiz.de/10014890844

Shapes of organizational change: the case of Heineken Inc.

Beugelsdijk, Sjoerd; Slangen, Arjen; van Herpen, Marco - In: Journal of Organizational Change Management 15 (2002) 3, pp. 311-326

and the different levels of management that interact in these change processes are also discussed. This leads to the …

Persistent link: https://www.econbiz.de/10014890848

Organizational transformation through the socio‐economic approach in an industrial context

Zardet, Véronique; Voyant, Olivier - In: Journal of Organizational Change Management 16 (2003) 1, pp. 56-71

practice is to focus on the precursors in the management sciences field, Frederick Winslow Taylor, Henri Fayol and Max Weber …‐technical and organizational‐development approaches to change management, by taking into better account the economic and strategic … dimensions of leadership management. …

Persistent link: https://www.econbiz.de/10014890872

Leading complex change with post‐conventional consciousness

Brown, Barrett C. - In: Journal of Organizational Change Management 25 (2012) 4, pp. 560-575

Purpose – This paper aims to document how leaders with a highly‐developed meaning‐making system design and engage in sustainability initiatives. Design/methodology/approach – In total, 32 leaders and change agents were assessed for their meaning‐making system, or action logic, using a...

Persistent link: https://www.econbiz.de/10014891311

Organization and the Body: Post‐Fordist Dimensions

Hetrick, William P.; Boje, David M. - In: Journal of Organizational Change Management 5 (1992) 1, pp. 48-57

Attempts to reformulate the notion of organizational control considering the new dictates of the post‐Fordist agenda. Ideology, as a control mechanism, takes on a secondary role with the body (re‐)emerging as the ontological priority for the examination of human subjectivity, or more...

Persistent link: https://www.econbiz.de/10014891399

Beyond TQM Programmes

Spector, Bert; Beer, Michael - In: Journal of Organizational Change Management 7 (1994) 2, pp. 63-70

The failure rate of TQM interventions exceeds 75 per cent. Contends that it is missteps in the implementation of TQM – and other associated change efforts such as process re‐engineering – that undermine the likelihood that the intervention will contribute in a significant and lasting way...

Persistent link: https://www.econbiz.de/10014891440

Quality Management and the Process of Change

Almaraz, Jeanne - In: Journal of Organizational Change Management 7 (1994) 2, pp. 06-14

manage major change. Traces the development and evolution of the quality management paradigm, including the resistance of the … exerted by the business community to influence the business school curricula to include quality management. Research on … quality management was inhibited by the major paradigmatic shift required within organizations to implement quality programmes …

Persistent link: https://www.econbiz.de/10014891441

Self‐managed Work Teams: TQM Technology at the Employee Level

Sexton, Carol - In: Journal of Organizational Change Management 7 (1994) 2, pp. 45-52

Provides theoretical background for examining the development of self‐managed work teams as a total quality management …

Persistent link: https://www.econbiz.de/10014891444

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