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When the gallic village strikes back : the politics behind "new ways of working" projects

Jemine, Grégory; Dubois, Christophe; Pichault, François - In: Journal of change management : a major new, … 20 (2020) 2, pp. 146-170

Persistent link: https://www.econbiz.de/10012198526

Empowered teams effecting positive corporate culture change

Crane, Tara Christopher; Dillard, Betty G.; Hamilton, … - In: Journal of Fashion Marketing and Management: An … 7 (2003) 2, pp. 182-195

employees’ perceptions of participative management. Therefore, the purpose of this study is to examine issues of culture change …

Persistent link: https://www.econbiz.de/10014867831

Participative management and its influence on organizational change

Pardo‐del‐Val, Manuela; Martínez‐Fuentes, Clara; … - In: Management Decision 50 (2012) 10, pp. 1843-1860

Purpose – This paper aims to deal with the influence of a participatory management style along a change process …, specifically in seeking to analyze the effect of participative management style on resistance to change and its effects on change … relationships among variables. Findings – Data suggest that participative management might be giving the members of the organization …

Persistent link: https://www.econbiz.de/10014933309

Managing transformational change: the learning organization and teamworking

Anderson Strachan, Peter - In: Team Performance Management: An International Journal 2 (1996) 2, pp. 32-40

The area of organizational learning and the learning organization is of burgeoning interest among progressive business organizations, educationalists and consultants concerned with transformational change in turbulent business environments. A key feature of this approach to learning and managing...

Persistent link: https://www.econbiz.de/10015031371

MOTION ‐ the European approach for participative business reengineering

Tanner, Hans R.; Schuh, Günther; Müller, Mathias; … - In: Team Performance Management: An International Journal 4 (1998) 4, pp. 177-185

Surveys show that the results of top‐down oriented Business Process Reengineering projects often are to be questioned because of implementation problems due to internal resistance to change. Bottom‐up oriented Continuous Improvement projects on the other hand experience typically a lack of...

Persistent link: https://www.econbiz.de/10015031416