Purpose – This paper seeks to develop a model for risk management of knowledge loss in a project‐based organization in Iran. Design/methodology/approach – This study uses a multi‐stage research approach. In the first stage, existing practices are examined to develop a model for risk...

Purpose – The purposes of this paper are to: first, identify the critical drivers for and hindrances to enterprise risk management (ERM) implementation in Singapore-based Chinese construction firms (CCFs); second, interpret the critical drivers and hindrances in tandem with organizational...

Defines and evaluates transformation, and examines why transformation efforts can fail. Provides a case study, describing the context, strategy and change processes. Finally, identifies what lessons can be learned from working with failure.

Because of the volatile business environment, organizations are in a state of unprecedented change, which numerous observers have called chaos. Under current, unstable, perhaps chaotic, conditions, there is a window of opportunity for human resources (HR)/change leader professionals to step up...

Many academics have highlighted the emergence of programmed change initiatives such as TQM and BPR and have chronicled how “seductive” these ideas appear to have been in the corporate world. Moreover, a burgeoning consultancy industry has emerged, with management consultants fuelling the...

Against a backdrop of increasing globalisation, deregulation, and the rapid pace of technological innovation, the primary task of management today is the leadership of organisational change. Seeks to examine the role of leadership in managing the challenge of deliberate large‐scale change and...

This paper presents a case study of how, over the last six years a large, a traditional corporation simultaneously created new service markets and established a dominant position in the competitive information and communication technology field in Japan. The corporation accepted a new...

Organisations are responding to the deeper structural changes taking place in the underlying system of commercial competition by becoming agile and fragmented. In the emergence of such network organisational structures it must be clear how each unit is performing relative to each other and...

Many companies have found that the presumed benefits of organizational change initiatives, such as TQM or team working, have not been forthcoming because managers have failed to support those developments through the simultaneous adaptation of the company’s performance evaluation and control...

A survey of 19 museums across the USA sought to identify the change processes associated with the effective management of a specific case of legislated change imposed by The Native American Graves Protection and Repatriation Act 1990 (NAGPRA). Interviews were also conducted with a sample of...