Examines some of the implementation issues accompanying the introduction of a major change programme in the UK National Health Service. The data for the case were collected from more than 200 semi‐structured interviews in one NHS region. The change programme itself, called the Resource...

Argues that the effective management of technological change requires transformational leadership, and that one of the principal tools employed by the transformational leader is rites. Rites are elaborate, dramatic, planned sets of activities that promote change in individuals at both the...

Examines how and why some major UK purchaser and supplier organizations have increasingly sought to become partners. Drawing on detailed case studies of Rank Xerox, Hoover, ICL and British Rail discusses the dynamics of partnership sourcing, and analyses and exemplifies the costs and benefits to...

While organizations are composed largely of people who follow orders, followers and followership skills are a neglected area of research. Presents the results of a survey of followership types at three UK companies: the Halifax, a regional electricity company and Thorntons. Suggests that an...