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Core groups: a theory of power and influence for “learning” organizations

Kleiner, Art - In: Journal of Organizational Change Management 16 (2003) 6, pp. 666-683

Core groups stand as the tangible, but fluid repositories of knowledge, influence and power in organizations. Thus, the core group in any organization is the focal point of organizational learning throughout the organization, because people act to fulfill the perceived needs and priorities of...

Persistent link: https://www.econbiz.de/10014890912

Management – decision and interpretation

Siggaard Jensen, Hans - In: Journal of Organizational Change Management 23 (2010) 2, pp. 134-136

Purpose – The purpose of this paper is to present the main characteristics of the model of persuasive management, comparing it with the model of scientific management and the model of rational management. The paper also offers a model of management education based on the education of leaders...

Persistent link: https://www.econbiz.de/10014891192

On the role of emotional arousal in sensegiving

Vuori, Timo; Virtaharju, Jouni - In: Journal of Organizational Change Management 25 (2012) 1, pp. 48-66

Purpose – This paper aims to increase understanding of how emotional arousal could be used to enhance the adoption of new beliefs during a sensegiving episode. Design/methodology/approach – Case study about the sensegiving tactics of a successful corporate coach and the reactions of 102...

Persistent link: https://www.econbiz.de/10014891280

Following the crowd:social influence and technology usage

Segrest, Sharon L.; Domke‐Damonte, Darla J.; Miles, … - In: Journal of Organizational Change Management 11 (1998) 5, pp. 425-445

This study examined the impact of social influence theory on distance education technology (DET) usage. Delineation of university culture types conceptualized by Bergquist (the collegial culture, the managerial culture, the developmental culture, and the negotiating culture) were also examined...

Persistent link: https://www.econbiz.de/10014891577

Management consultancies as global change agents?

Crucini, Cristina; Kipping, Matthias - In: Journal of Organizational Change Management 14 (2001) 6, pp. 570-589

Examines the role of small, locally based management consultancies as global change agents. Based on evidence from Italy, shows that these consultancies not only have managed to develop successful survival strategies, but also play an important role in the dissemination and translation of new...

Persistent link: https://www.econbiz.de/10014891688

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 … leadership, dialogue, and deliberation should be included among the bedrock principles of participatory organizational change …

Persistent link: https://www.econbiz.de/10013531008

The subject(ivity) of management

Darmer, Per - In: Journal of Organizational Change Management 13 (2000) 4, pp. 334-351

Presents and criticizes the existing management literature. Shows that there exist unsolved problems and paradoxes in the existing functionalistic management theories. Contrasts the contingency and situational theories with a constructivistic alternative theory, and shows how the unsolved...

Persistent link: https://www.econbiz.de/10014890797

A dramaturgical analysis of charismatic leader discourse

Harvey, Arlene - In: Journal of Organizational Change Management 14 (2001) 3, pp. 253-265

Many charismatic leaders are renowned for their exemplary rhetorical skills and powers of persuasion and their sense of drama. Interpreting the charismatic relationship as a drama invokes a cast of characters, with the charismatic leader and followers as main protagonist and co‐protagonists,...

Persistent link: https://www.econbiz.de/10014890827

Leading change: insights from Jungian interpretations of The Book of Job

Smith, Charles; Elmes, Michael - In: Journal of Organizational Change Management 15 (2002) 5, pp. 448-460

This paper explores insights from the psychology of C.G. Jung as it relates to leadership and the management of change …

Persistent link: https://www.econbiz.de/10014890856

Understanding Behaviors for Effective Leadership

Paul, Jim - In: Journal of Organizational Change Management 16 (2003) 3, pp. 353-355

Persistent link: https://www.econbiz.de/10014890889