Purpose – This paper seeks to identify how leadership can positively influence knowledge work and to explore which leadership practices need to be developed to support organisational learning and agility in the face of continuous change. Design/methodology/approach – The thinking combines a...

Discusses the introduction of a corporate change programme at Motability Finance Ltd. Reports how work groups were established to cover empowerment, staff development and competences, management style, team building and communications. Describes employee and customer satisfaction surveys,...

The word “downsizing” is most often used as a euphemism for cutting the workforce, here, however, makes the distinction between downsizing and “laying people off”. Suggests that, while both bring about a reduction in the number of employees, downsizing offers strategic opportunities...

Experts in organizational change and reengineering estimate that only 30‐35 percent of projects are successful. One commentator has suggested that around $20 billion of the $32 billion a year spent on reengineering is for efforts which fail. A large number of the failures are caused by...

If the company’s investment in new technology is fully to succeed, it must serve real business needs. Much of the costly abuse which has characterized the introduction of a large percentage of new technology stems from human factors ‐ and particularly the poor communications which often...

As the speed of change in the business world continues to increase, it is clear that few companies can afford to slow the momentum of continuous transformation merely to give themselves time to find and install a new chief executive. The experience of US telecommunications firm Ameritech...

What does your human resources department do? More particularly, what should it be doing? A recent survey of more than 1,000 human resources and employee relations executives in North America sheds light on these and other questions.

US business will spend more than $30 billion on training this year. But will organizations get value for money? Argues that the criteria against which training effectiveness is measured should be changed to reflect the changing demands made on the training function.

Purpose – The aim of this paper is to examine whether the process of organisational change in implementing the environmental quality standard ISO 14001 can act as a driving force for sustainable development (SD) and value creation. Design/methodology/approach – The paper first presents an...

Purpose – Experience shows many change initiatives fail to deliver. They are not always a total failure, but they get stalled, misdirected, or only partially achieve the required results. The main purpose of the research reported in this paper was to examine the apparent gap between...