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Transformational change in organisations: a self‐regulation approach
Kuntz, Joana R.C.; Gomes, Jorge F.S. - In: Journal of Organizational Change Management 25 (2012) 1, pp. 143-162
‐regulation theory principles, explaining the causal links between change‐related sensemaking, interpretation, readiness and subsequent …‐related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a … causal links between, change‐related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future …
Persistent link: https://www.econbiz.de/10014891284
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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
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A Machiavellian analysis of organisational change
McGuire, David; Hutchings, Kate - In: Journal of Organizational Change Management 19 (2006) 2, pp. 192-209
Purpose – The purpose of this paper is to undertake a Machiavellian analysis of the determinants of organisational change. It aims to present a model of how power, leaders and teams, rewards and discipline, and roles, norms and values, serve as drivers, enablers or inhibitors of organisational...
Persistent link: https://www.econbiz.de/10014891009
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Managing the unwanted truth: a framework for dissent strategy
Cox Edmondson, Vickie; Munchus, George - In: Journal of Organizational Change Management 20 (2007) 6, pp. 747-760
Purpose – Although decision makers and their superiors are obliged to be open to bad news, dissent, warnings, and problem signs, employees are often afraid to speak up. The purpose of this paper is to present a framework for the study of organizational dissent strategy used during the...
Persistent link: https://www.econbiz.de/10014891094
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The impact of third parties on strategic decision making
Saxton, Todd - In: Journal of Organizational Change Management 8 (1995) 3, pp. 47-62
Proposes that previous discussions of strategic decision making in the strategic management literature have not effectively addressed the role of third parties including consultants. Offers three roles of third parties, including the consultant as provocateur, legitimizer and expert....
Persistent link: https://www.econbiz.de/10014891479
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Journeys in a declining industry: stories of footwear manufacturing
Harfield, Toby; Hamilton, R.T. - In: Journal of Organizational Change Management 10 (1997) 1, pp. 61-70
Represents an experiment in style and methodology. Presents stories of managing decline in a rapidly deregulating environment. Collected data from managers in the New Zealand footwear manufacturing industry in face‐to‐face interviews with the intention of giving an insider view of strategic...
Persistent link: https://www.econbiz.de/10014891533
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Situational strength – A framework for understanding the role of individuals in initiating proactive strategic change
Mullins, John W.; Cummings, Larry L. - In: Journal of Organizational Change Management 12 (1999) 6, pp. 462-479
This article brings together research perspectives on strategic change and organizational behavior to construct a series of theoretical propositions regarding the likelihood that a firm will undertake a change in strategy. Drawing on the concept of “situational strength”, it is argued that...
Persistent link: https://www.econbiz.de/10014891616
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A framework for effective crisis response
Pangarkar, Nitin - In: Journal of Organizational Change Management 29 (2016) 4, pp. 464-483
readiness are most likely to effectively respond to crises. Organizations lacking in one of the two critical dimensions … (commitment to stakeholders and/or readiness), on the other hand, are likely to have ineffective responses with possible post …
Persistent link: https://www.econbiz.de/10014891989
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Dialogue and deliberation as expressions of democratic leadership in participatory organizational change
Raelin, Joseph A. - In: Journal of Organizational Change Management 25 (2012) 1, pp. 7-23
Purpose The purpose of this paper is to make the case, firstly, that democratic leadership, referred to as “leaderful practice,” should be the fundamental form of leadership that characterizes participatory organizational change. The parties affected by change are those engaged who seek to...
Persistent link: https://www.econbiz.de/10013531008
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Organizational longevity and technological change
Krell, Terence C. - In: Journal of Organizational Change Management 13 (2000) 1, pp. 8-14
Serves as an introduction to the special issue on organizational longevity published in the Journal of Organizational Change Management. The issues of researching and writing about organizational longevity are described and the content of the special issue is related to a theoretical perspective...
Persistent link: https://www.econbiz.de/10014890777