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Managing the Environmental Change Process: Barriers and Opportunities

Post, James E.; Altma, Barbara W. - In: Journal of Organizational Change Management 7 (1994) 4, pp. 64-81

Organizations face formidable obstacles to the institutionalization of environmental management programmes … company′s capacity to deal with any form of change. Evidence shows that these barriers can be overcome through effective … environmental management programmes. Argues that by overcoming these barriers, organizations can move along an environmental …

Persistent link: https://www.econbiz.de/10014891449

Changing Patterns of Power, Chaotic Dynamics and the Emergence of a Post‐modern Organizational Paradigm

Jenner, Richard A. - In: Journal of Organizational Change Management 7 (1994) 3, pp. 8-21

Argues that a shift of market power from business to consumers in recent years has resulted in a parallel shift to a post‐modern organizational paradigm that will ultimately replace traditional hierarchical organizations. The post‐modern paradigm, with diffused power, broad communications...

Persistent link: https://www.econbiz.de/10014891452

The Relationship between Work Setting and Employee Behaviour

Robertson, Peter J. - In: Journal of Organizational Change Management 7 (1994) 3, pp. 22-43

It is argued that the behaviour of organizational members is influenced to a large extent by characteristics of their work settings. Furthermore, since individuals must change their behaviour in order for organizational improvement to occur, planned organizational change can be viewed as an...

Persistent link: https://www.econbiz.de/10014891453

The Paradoxical Gravity of Planned Organizational Change

Höpfl, Heather - In: Journal of Organizational Change Management 7 (1994) 5, pp. 20-31

Addresses the notion of “phoria” in organizational change. Uses the device of the myth of the Erl König to explore the appropriation of emotion in organizations and considers the role of rhetoric, liturgy and ritual in the preparation for changes. Argues that organizations trivialize the...

Persistent link: https://www.econbiz.de/10014891455

Reacting to What?

Sinclair, John - In: Journal of Organizational Change Management 7 (1994) 5, pp. 32-40

different ways of diagnosing the need for change and undertaking change management activities. Argues that key aspects of …

Persistent link: https://www.econbiz.de/10014891456

The Sting of Organization: Command, Reciprocity and Change Management

Linstead, Stephen; Chan, Andrew - In: Journal of Organizational Change Management 7 (1994) 5, pp. 4-19

Examines the structure of command in organizations and the use of “fear” to bring people into line during periods of rapid change. Details problems experienced by organizations who, though good at coping with crises, do not know what to do to maintain momentum without engineering the next...

Persistent link: https://www.econbiz.de/10014891457

Diversities, Differences and Authors′ Voices

Boje, David M.; Rosile, Grace Ann - In: Journal of Organizational Change Management 7 (1994) 6, pp. 8-17

Provides a postmodern view of consultants′ experiences with diversity. Calls into question the relationship between what becomes a “diversity category” and the other differences that remain background. Looks at the political and economic system that sustains the categories of diversity in...

Persistent link: https://www.econbiz.de/10014891459

Things that Go Wrong in Diversity Training

Lindsay, Cindy - In: Journal of Organizational Change Management 7 (1994) 6, pp. 18-33

effective organizational discourse and change in diversity. More effective understanding and management of these conflicts is …

Persistent link: https://www.econbiz.de/10014891460

Caring, Voice and Self‐reflection

Schor, Susan M.; Van Buskirk, William; McGrath, Dennis - In: Journal of Organizational Change Management 7 (1994) 6, pp. 34-48

organizational documents reveals how these values are embodied in the organization′s management practices and change processes. The …

Persistent link: https://www.econbiz.de/10014891461

From a “Grand Story” to Multiple Narratives? Studying an Organizational Change Project

Aaltio‐Marjosola, Iiris - In: Journal of Organizational Change Management 7 (1994) 5, pp. 56-67

The study has origins in paradoxical foundations: although the trends in the theory of organizational change emphasize organizational uniqueness, in a case study it was found that metacultural ideals about the rules, order, hierarchy and predictability were privileged and had a remarkable effect...

Persistent link: https://www.econbiz.de/10014891465