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Accessing knowledge at British Airways: the impact of soft OR

Yeoman, Ian; Sparrow, John; McGunnigle, Felix - In: Journal of Organizational Change Management 13 (2000) 2, pp. 121-139

Operational research plays a major role in improving the profitability of British Airways (BA), which is the largest, and one of the most successful, international airlines in the world. This study explores the knowledge and facilitation conceptions held by operational research consultants in BA...

Persistent link: https://www.econbiz.de/10014890784

Building capacity

Jurie, Jay D. - In: Journal of Organizational Change Management 13 (2000) 3, pp. 264-274

Public administration and organization management features numerous references to the development and maturation of individuals within organizations not only as a means of self‐fulfillment but also as a primary component of meeting the larger goals of the organization. Successful articulation...

Persistent link: https://www.econbiz.de/10014890793

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

This paper is based on the punctuated equilibrium model of organizational change. We argue that there are multiple ways in which organizational change takes place. More in particular, by looking at the interaction between the two types of organizational change (radical and incremental), we...

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

Towards a Manager′s Model for Initiating Change Projects

Lundberg, Craig C. - In: Journal of Organizational Change Management 3 (1990) 1, pp. 6-14

, i.e. a “manager′s model”. Secondly, the model′s focus is concerned with how a manager can go about initiating a “change …

Persistent link: https://www.econbiz.de/10014891373

A Theoretically Based Contingency Model of Feedback: Implications for Managing Service Employees

Waldersee, Robert; Luthans, Fred - In: Journal of Organizational Change Management 3 (1990) 1, pp. 46-56

Through the years, positive feedback has been accepted as an effective method of improving employee performance. However, recent research reviews question across individual consistency of this effect. This inconsistency may arise from the interaction of feedback type (positive and negative) with...

Persistent link: https://www.econbiz.de/10014891375

Postmodernism and Postmodernity in Organization Analysis

Rouleau, Linda; Clegg, Stewart R. - In: Journal of Organizational Change Management 5 (1992) 1, pp. 8-25

differentiation. Considers contrasting models of what a postmodern, de‐differentiated future might look like in terms of their …

Persistent link: https://www.econbiz.de/10014891395

The role of creative action in organizational learning and change

Ford, Cameron M.; ogilvie, dt - In: Journal of Organizational Change Management 9 (1996) 1, pp. 54-62

relationship between action and learning: systems‐structural models based on positivist epistemological assumptions emphasize … internally‐directed information collection and distribution activities aimed at reducing uncertainty; interpretive models utilize … an interpretivist epistemology that emphasizes the necessity of taking action in ambiguous circumstances as a means of …

Persistent link: https://www.econbiz.de/10014891497

Career Dynamics in the Baby Boom and Baby Bust Era

Brousseau, Kenneth R. - In: Journal of Organizational Change Management 3 (1990) 3, pp. 46-58

The expansion of the US economy during the 1950s and 1960s, combined with a relatively small baby boom, created unparalleled opportunities for upward movement in organisations. The 1990s, however, with a baby bust aftermath and adverse economic trends, are turning career opportunities upside...

Persistent link: https://www.econbiz.de/10014891651

Succession Sensemaking and Organizational Change: A Story of a Deviant College President

Gephart, Robert P. - In: Journal of Organizational Change Management 4 (1991) 3, pp. 35-44

A conceptual framework or model of the sensemaking practices, cultural objects and “programmatically constructed entities” used to produce meaningful stories of succession and organisational change are presented. The framework is elaborated and tested through an expansion analysis of a story...

Persistent link: https://www.econbiz.de/10014891658

Development of a Model for Announcing Negatively Perceived Changes

Smeltzer, Larry R.; Zener, Marie F. - In: Journal of Organizational Change Management 6 (1993) 5, pp. 56-69

Presents a model for announcing major, negatively perceived, top‐down changes such as layoffs and reorganizations was developed based on the extant literature. The appropriateness of the model was then tested by analysing 15 cases in which a major change was announced. The model presented...

Persistent link: https://www.econbiz.de/10014891674