Zusammenfassung Arbeit und Führung befinden sich in einem weltweiten Wandlungsprozess, der Menschen ebenso wie maschinelle Systeme betrifft. Lernprozesse und Lernverantwortung werden zunehmend integrale Bestandteile von Arbeits- und Führungsanforderungen. Dabei erfolgt Lernen in autonomen...

States that change involves alerting perceptions, attitudes and behaviours but this can be a painful and destabilizing experience ‐ involving unlearning and a process of fixing up something familiar or valued. Believes there are basically three processes to go through to generate both the...

Proposes six conditions which successful change efforts need to fulfil: self‐determined and self‐managed change process; broad stakeholder involvement; comprehensive awareness of current reality; creative mindset; systems thinking; and change model based on trust and co‐operation. Suggests...

Presents findings of research into culture change among middle managers. Middle managers from 46 privatized organizations in the UK formed the survey group, and their attitudes towards the process of privatization and the culture change from public to private sector were recorded and discussed....

Change, Adaption and Development are central to modern marketing. This paper provides an overview of the subject area of innovation and new product development. The critical role of change in modern industrial and industrialising societies is explored in depth. Emphasis is given to the...

Purpose – This paper aims to argue that utilising foresight becomes a more useful tool to organisational management, if the innovative technique of “creative competition” is applied. In an empirical analysis, it seeks to show how the technique of creative competition was used in a...

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...

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....

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...

Examines the nature of business environments and reports on the potential danger they have for organizations operating unresponsively from unrealistically safe views of reality. Argues that these organizations need to adopt an objectively rational view of their position in their environment, and...