Across the UK organisations are experiencing high‐velocity, discontinuous, radical change scenarios. As part of their strategic response, many are introducing more flexible and empowering structures and cultures. One outcome of this strategy has been the dispersal of change agency to a more...

Most previous studies of organizational change and resistance take an organizational perspective as opposed to an individual perspective. This paper investigates the relationship between irrational ideas, emotion and resistance to change. Nine organizations implementing major change were...

Our world abounds with constant, relentless change to the extent that most people no longer have an open mind about it. Unequivocally, they want it to stop. Many organizations have initiated change programs which have failed. Often, such failures are blamed on staff or on external constraints,...

Presents research on the contributions of consultants to organizational change. Respondents to a multi‐company survey were asked to describe specific change projects. A total of 107 respondents said that consultants had supported the change effort. These respondents were asked: “What value...

Strategic flexibility is an increasingly sought‐after competitive element in today’s fast‐paced and changing world. Theoretical discussion on how to achieve flexibility includes, among other things, building dynamic capabilities, maintaining multiple options, and supporting horizontal...

Traditionally, organizational evolution has been forgotten and only recently has it been analyzed by evolutionary theories: evolutionary economics and organizational ecology. According to the evolutionary economics the evolution of the firm is drawn as a process of individual adaptation running...

How do people, who continuously develop new products, develop and change their organization? Is there something to learn from the apparent similarity in non‐routine characteristics of both new product development and organizational change? The aim of the paper is to increase our knowledge...

The feasibility and success of empowerment are to some extent determined by factors relating to the culture and structure of the industries within which organizations are embedded. The UK construction industry is an example that has a unique socio‐technical context, some aspects of which seem...

Organizational change processes are often modeled on a linear understanding of change in which the process is composed of individual succeeding steps. In this paper, an organization change process in a Swedish telecommunication company, TelCo., is studied from the perspective of non‐linearity....

Based on the experience of a hotel corporation, it is argued that the implementation of a re‐orientation is more likely to be successful if its leadership is shared between a task‐oriented and a relations‐oriented leader. The paper builds on the work of Nadler and Tushman who, for...