Topic
Change management
About: Change management is a research topic. Over the lifetime, 8509 publications have been published within this topic receiving 167477 citations.
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TL;DR: This paper set out to offer an account of organizational change on its own terms--to treat change as the normal condition of organizational life, by drawing on the work of several organizational ethnographers.
Abstract: Traditional approaches to organizational change have been dominated by assumptions privileging stability, routine, and order. As a result, organizational change has been reified and treated as exceptional rather than natural. In this paper, we set out to offer an account of organizational change on its own terms--to treat change as the normal condition of organizational life. The central question we address is as follows: What must organization(s) be like if change is constitutive of reality? Wishing to highlight the pervasiveness of change in organizations, we talk about organizational becoming. Change, we argue, is the reweaving of actors' webs of beliefs and habits of action to accommodate new experiences obtained through interactions. Insofar as this is an ongoing process, that is to the extent actors try to make sense of and act coherently in the world, change is inherent in human action, and organizations are sites of continuously evolving human action. In this view, organization is a secondary accomplishment, in a double sense. Firstly, organization is the attempt to order the intrinsic flux of human action, to channel it towards certain ends by generalizing and institutionalizing particular cognitive representations. Secondly, organization is a pattern that is constituted, shaped, and emerging from change. Organization aims at stemming change but, in the process of doing so, it is generated by it. These claims are illustrated by drawing on the work of several organizational ethnographers. The implications of this view for theory and practice are outlined.
2,299 citations
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TL;DR: Four basic reasons people resist change, various ways of dealing with that resistance, and a guide to the kinds of approaches to use with different types of opposition are given.
Abstract: Few organizational change efforts tend to be complete failures, but few tend to be entirely successful either. Most efforts encounter problems; they often take longer than expected and desired, they sometimes kill morale, and they often cost a great deal in terms of managerial time or emotional upheaval. More than a few organizations have not even tried to initiate needed changes because the managers involved were afraid that they were simply incapable of successfully implementing them.
1,857 citations
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TL;DR: In this article, the authors identify a set of propositions that suggest how ambidexterity acts as a dynamic capability and highlight the substantive role of senior teams in building dynamic capabilities.
1,513 citations
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TL;DR: In this paper, a review selectively examines the theoretical and empirical organizational change literature over the past nine years (1990-early 1998), focusing on content issues, contextual issues, process issues, and criterion issues, dealing with outcomes commonly assessed in organizational change efforts.
1,512 citations