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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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Analogical foundation of the scope of organizational change
Fuentes‐Henríquez, Fernando; Del Sol, Patricio - In: Journal of Organizational Change Management 25 (2012) 1, pp. 163-185
questions were carefully constructed and answered by top managers according to a four‐point scale. The three hypotheses were …'s distance. Firms implement incremental changes when top managers use either short‐ or long‐distance analogies within the … strategic formulation process, whereas radical changes are implemented when top managers apply medium‐distance analogies …
Persistent link: https://www.econbiz.de/10014891285
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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
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Managing for Change or Stability?
Bernhard, Harry B. - In: Journal of Organizational Change Management 3 (1990) 3, pp. 25-28
stability′s sake, and the manager′s dilemma in having a foot in each camp, both disciplined and informal. It is concluded that …
Persistent link: https://www.econbiz.de/10014891376
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Team Development Programmes for Top Management Groups in Czechoslovakia
Čakrt, Michal - In: Journal of Organizational Change Management 6 (1993) 2, pp. 11-25
An ambitious programme was launched in the early 1980s for bringing about an organizational change in planned economy companies. Because of the centralized political and economic power, and strictly hierarchical managerial structures the programme was targeted at the top management teams. The...
Persistent link: https://www.econbiz.de/10014891422
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Soviet Managers View Organizational Change in Large State Enterprises
Puffer, Sheila M.; McCarthy, Daniel J. - In: Journal of Organizational Change Management 6 (1993) 3, pp. 6-23
has been done to assess the changing situation for the managers of Soviet enterprises. This 1990 study of 108 Soviet … managers employed in large state‐owned enterprises (including aviation, precision instruments, construction, light industrial …
Persistent link: https://www.econbiz.de/10014891427
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Understanding the management of change
Siegal, Wes; Church, Allan H.; Javitch, Miriam; … - In: Journal of Organizational Change Management 9 (1996) 6, pp. 54-80
Reviews important contemporary theoretical approaches to the understanding and management of change in organizations, and then proposes an alternative framework for integrating the major themes encountered in organizational change management. Reports on results from an assessment instrument...
Persistent link: https://www.econbiz.de/10014891527
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Merger and acquisition announcements as corporate wedding narratives
Demers, Christiane; Giroux, Nicole; Chreim, Samia - In: Journal of Organizational Change Management 16 (2003) 2, pp. 223-242
This study uses a discursive perspective to analyze the way in which top managers legitimize change in official …
Persistent link: https://www.econbiz.de/10014890883
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Developing internet operations and subcultural dynamics
Ogbonna, Emmanuel; Harris, Lloyd C. - In: Journal of Organizational Change Management 20 (2007) 3, pp. 388-408
Purpose – It is commonly argued that the exponential growth in the application of internet technology is one of the most important recent developments in business and management. However, although much research has been conducted on the strategic and operational aspects of the internet, there...
Persistent link: https://www.econbiz.de/10014891074
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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