Purpose – The purpose of this paper is to investigate employees' reactions to a comprehensive change: to change aspects of the organization's working atmosphere at a mid‐sized municipal government located in Ontario, Canada. It aims to use the perception of success of the ongoing change...

Purpose – This exploratory study seeks to examine the impact of an organization's experiential change program (ECP) on participants' affective outcomes. Considering the design and learning objectives of the research organization's ECP, it aims to examine five affective outcomes: organizational...

Purpose – Effective change management is important for organizational development, but without knowing what features of change situations impact on employee behavior it is difficult to manage change successfully. Considering the changing age demographic of the Australian workforce and the...

Purpose – The purpose of this paper is to examine the impact of the privatisation and restructuring of social housing provision upon union leadership in the sector. The paper explores how local union leaders have adapted to radical reforms in the nature and organization of social housing...

What triggers organisational change? A recent UK survey of 200 companies suggests that the trigger is more likely to be a crisis than a positive response to a perceived opportunity, or in order to pre‐empt threats. The observed change initiatives did, however, follow current wisdom associated...

Critical management and leadership issues relating to managing major organisational change are examined. It is shown that the key to leading change successfully through turbulent times is to recognise and respond to the needs, fears, and interests of the people who will be most affected by the...

In this article two personnel management strategies are discussed: a control strategy and a commitment strategy. The main argument is that in most circumstances a balanced strategy has clear advantages over one of the two extreme options.

Good strategy is not worth much unless it can be put into action. In practice it is usually implementation, not the underlying strategy, that makes a project succeed or fail. This article provides a framework for strategy implementation through action planning. This approach to implementing...