A new model for managing change: the holistic view
Adcroft, A, Hurst, J and Willis, R (2008) A new model for managing change: the holistic view Journal of Business Strategy, 29 (1). 40 - 46. ISSN 0275-6668
1 Change - JBS Author.pdf - Accepted Version
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Purpose – In an age where organizational transformation is becoming more important to both the theory and practice of strategic management, the aim of this paper is to provide a model through which organizational transformation and strategic change can be understood in an holistic manner. Design/methodology/approach – In developing a model to explain organizational transformation, the paper draws on two different theoretical traditions. First, the paper draws on theories of political revolutions and, second, the paper draws on interpretative theories, in particular, speech act theory. Findings – The paper argues that in order to provide a realistic understanding of how and why an organization has attempted a transformational strategy it is important to consider four issues: the event which triggered the transformation, the program and process through which transformation was attempted, the outcome of the transformational strategy, and the myths which have been built up around the transformation. Originality/value – The paper takes a novel approach by drawing on non-management theories to develop an understanding of management phenomena. In doing this the paper generates an original model useful for the post rational explanation of transformational strategies.
|Additional Information:||This article is © Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.|
|Divisions:||Faculty of Business, Economics and Law > Surrey Business School|
|Depositing User:||Symplectic Elements|
|Date Deposited:||15 Nov 2012 10:02|
|Last Modified:||23 Sep 2013 19:03|
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