This paper examines strategies to meet the communication challenge of change brought on through planned transitions, by the stress of a crisis, or as a result of the social transformation in work and the nature of work. It explores the cycles of change to create a foundation for understanding...

This is the first part of a two‐part paper. It discusses basic issues and concepts surrounding the outsourcing process, including the influences that drive the process, the factors that shape the process, and potential outcomes, touching briefly on complications and challenges that the client...

This is the second part of a two‐part paper. Part 1 (JCRE 1999 Vol. 2, No.1) discussed basic issues and concepts surrounding the outsourcing process, including the influences that drive the process, the factors that shape the process, and potential outcomes, touching briefly on complications...

While there is extensive research on emotion in the workplace and on information and communication technology (ICT) implementation, largely ignored is the emotionality of ICT implementation and change management more generally, even though the emotional experience of such processes is critical...

This paper applies Eisenberg’s theory of strategic ambiguity to stakeholder relationship management during a period of significant change within a public sector organisation. Public sector organisations generally have a wider range of stakeholders than private sector organisations and must...

Organisations are often reluctant to change their corporate cultures even when such change is essential to cope with the changing business environment. This paper analyses the three phases of change management adopted by the multinational company RWE Solutions and describes several steps that...

Introduces the special issue entitled “The role of information and communications technology in transforming marketing theory and practice”. Outlines the themes discussed in the papers in the issue, which seek to provide insights into how information and communications technology is...

Purpose – To help corporate business executives convert what they know about value into what they can do about creating value in their organizations. Design/methodology/approach – In October 2004 Deloitte Consulting LLP surveyed 124 financial executives about the creation of value at their...

The former municipality of Metropolitan Toronto was Canada’s largest government and a unique body. It was abolished on 31 December 1997 and a new unified City was ushered in on 1 January 1998. It consists of all the former municipalities of the Metropolitan Council and has reduced the former...

Purpose – Seeks to analyse the complexity of current practices surrounding the management and governance of urban regeneration activities in the UK. In particular, aims to focus on the potential of initiatives decentralised to the sub‐local level that have been designed both to effectively...