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Loveable networks – a story of affection, attraction and treachery

Dobers, Peter; Strannegård, Lars - In: Journal of Organizational Change Management 14 (2001) 1, pp. 28-49

In an increasingly connected age, information technology can be argued to have become more politicized. The attempts to establish network technologies to promote the development of an information society are tokens of an increasingly vested interest that politics has in information technologies....

Persistent link: https://www.econbiz.de/10014890816

A role for individuality and mystery in “managing” change

Steiner, Carol - In: Journal of Organizational Change Management 14 (2001) 2, pp. 150-167

This philosophical paper explores why people have so much trouble understanding, coping with and managing change. It looks behind the problem to try to understand its origins. It provides an account of human nature that suggests people are “naturally” capable of coping with change but that...

Persistent link: https://www.econbiz.de/10014890822

Remembrance of things past? Change, development and paternalism

Wolfram Cox, Julie - In: Journal of Organizational Change Management 14 (2001) 2, pp. 168-189

As part of a retrospective study of effects of organizational change on interpersonal relations, this paper discusses change talk among Australian employees of an American multinational manufacturing enterprise. Interviewees tended to feel pushed into change, discussing its effects in terms of...

Persistent link: https://www.econbiz.de/10014890823

Critical theory and the hegemony of corporate culture

Ogbor, John O. - In: Journal of Organizational Change Management 14 (2001) 6, pp. 590-608

culture as corporate hegemony. First, offers the relevance of critical theory to the study of corporate culture as a … managerial praxis and organizational discourse. Second, examines three aspects of the dialectics of corporate culture: the … dialectics of empowerment and disempowerment. Third, discusses the mechanisms for the hegemonic perpetuation of corporate culture …

Persistent link: https://www.econbiz.de/10014890831

Dead Man – an encounter with the unknown past

Pelzer, Peter - In: Journal of Organizational Change Management 15 (2002) 1, pp. 48-62

Jim Jarmusch’s feature film Dead Man, apparently a Western, exceeds the genre’s traditional boundaries and shows ambivalence, unclear roles in an environment existing between the times of the nation’s founding and the success of civilisation. It shows a world in transformation where change...

Persistent link: https://www.econbiz.de/10014890835

When problem solving prevents organizational learning

Tucker, Anita L.; Edmondson, Amy C.; Spear, Steven - In: Journal of Organizational Change Management 15 (2002) 2, pp. 122-137

We propose that research on problem‐solving behavior can provide critical insight into mechanisms through which organizations resist learning and change. In this paper, we describe typical front‐line responses to obstacles that hinder workers’ effectiveness and argue that this pattern of...

Persistent link: https://www.econbiz.de/10014890839

The greening of organizational culture

Harris, Lloyd C.; Crane, Andrew - In: Journal of Organizational Change Management 15 (2002) 3, pp. 214-234

this context, developing sustainability is frequently viewed as largely dependent on the extent of green culture change in … organizations. However, empirical evidence for such a change in culture is not apparent, although much anecdotal support has been …’ perceptions of the extent to which the green culture change is occurring and of factors acting as barriers or facilitators to such …

Persistent link: https://www.econbiz.de/10014890844

The “death valley” of change

Elrod, P. David; Tippett, Donald D. - In: Journal of Organizational Change Management 15 (2002) 3, pp. 273-291

This paper provides an overview of the current body of knowledge surrounding the human response to change and transition. Models of the change process, as perceived by diverse and seemingly unrelated disciplines, are identified, compared, and contrasted by tracing the evolution of these models...

Persistent link: https://www.econbiz.de/10014890846

A grounded theory for resistance to change in a small organization

Macrì, Diego Maria; Tagliaventi, Maria Rita; … - In: Journal of Organizational Change Management 15 (2002) 3, pp. 292-310

This paper focuses on the process that generates resistance to change in a small organization. We build a grounded theory that interprets resistance to change in terms of interdependencies between the characteristics of the economic environment and of the industry, the dispositions of...

Persistent link: https://www.econbiz.de/10014890847

Shapes of organizational change: the case of Heineken Inc.

Beugelsdijk, Sjoerd; Slangen, Arjen; van Herpen, Marco - In: Journal of Organizational Change Management 15 (2002) 3, pp. 311-326

This paper is based on the punctuated equilibrium model of organizational change. We argue that there are multiple ways in which organizational change takes place. More in particular, by looking at the interaction between the two types of organizational change (radical and incremental), we...

Persistent link: https://www.econbiz.de/10014890848