This paper examines the roots of Britain's training problem, drawing links with long-standing industrial decline and lack of competitiveness. It is argued that training has considerable strategic importance in this context, but major attitudinal and structural obstacles are restricting the...

The article focuses on the context and action in the transformation of the firm. The article addresses James MacGregor Burns's assertion that effective leadership is evident by the achievement of real and intended change. The author claims that change leadership can only be measured over time...

Book reviewed in this article Pettigrew, A. M. The Awakening Giant: Continuity and Change in ICI THEORETICAL, METHODOLOGICAL, AND EMPIRICAL ISSUES IN STUDYING CHANGE:[1] A RESPONSE TO STARKEY

Technological, economic and market forces are causing organizations to make radical changes in both their strategy and human resource management (HRM). This study examines the impact of change on computer supplier firms using interviews with 11 personnel directors and executives and three...

This paper presents a novel and distinctive approach to the study of change within the NHS. Central to the paper's approach is the view that research on change in health care systems should be processual, comparative, pluralist, and historically based. Guiding such a view is a meta-analytical...

This paper reports some early findings from a major research project which explores strategic service change in the NHS in the post-Griffiths era. We begin by briefly reviewing the relevant literature on change and general management in the NHS, and go on to outline the particular features of...