introduction of change. The installation stage can also be painful. When planning change there is tendency for people to think that it will be an entirely logical and linear process of going from A to B. It is not like that at all. As described by Pettigrew and Whipp (1991)‚ the implementation of changes is an ‘iterative‚ cumulative and reformulation in-use process’. To manage change‚ it is first necessary to understand the types of change and why people resist change. It is impossible to bear in mind
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Vol. 13‚ No. 4‚ pp. 337-348‚ 1997 © 1997 published by Elsevier Science Ltd. All rights reserved Printed in Great Britain. 0956-5221/97 $17.00 + 0.00 Pergamon PII: S0956-5221(97)00020-1 WHAT IS A PROCESSUAL ANALYSIS. ’? Andrew M. Pettigrew Warwick Business School‚ Warwick University‚ U.K. (First received May 1997; accepted May 1997) INTRODUCTION This essay offers a personal and therefore partial view of the nature and conduct of process research in organisational settings. Issues
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The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management Vol. 17‚ pg 81-103. Pettigrew and Whipp (1991): Managing change for competitive success‚ Blackwell‚ Oxford (1991); Pettigrew‚ A Pettigrew‚ A.M and Whipp‚ R. (1993): Understanding the environment: Managing change‚ Second Edition. London: Paul Chapman Publishing. Quinn‚ R. E. (1999): Organisational change and development. Annual Review of
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Organizational Change: Bringing together the old and new institutionalism. Academy of Management Review 21 (4) 1022-1054. Hardy‚ C.(1996) Understanding Power: bringing about strategic change. British Journal of Management 7 (special issue):S3-S16. Pettigrew et al (2001) Studying Organizational Change and development: Challenges for future research. Academy of Management Journal 44 (4) 697-713 Quinn‚ J.B Rajagopalan‚ N. and Spreitzer‚ G.M. 1996 Toward a theory of strategic change: a multi-lens perspective
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Chapter II Literature Reviews 2.1. Five (5)Theories of Management 2.1.1. Theories of Management-1: Dimensions of Change (Pettigrew and Whipp) The Theory of management by objective is the practice of running a company by it goal and mission. The Dimensions of change theory has three dimensions which Pettigrew and Whipp emphasized the continuous interplay between these change dimensions. The three dimensions are content‚ process‚ and context. A successful change that the company will achieve is
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organisation’s particular circumstances (Dawson‚1994; Dunphy and Stace‚ 1990. One significant point recognised by recent studies is that static models are being displaced by dynamic models‚ reflecting the discontinuous nature of organisational change (Pettigrew‚ 1985; Fombrun‚ 1992; Greenwood and Hinings‚ 1988)[1]. Change cannot be relied upon to occur at a steady state‚ rather there are periods of incremental change sandwiched between more violent periods of change which have contributed to the illusion
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1.0 Introduction to Strategic Management It is important to understand what strategic management means prior to considering the different approaches used to analyse‚ develop and implement change. Johnson and Scholes (2002 cited Burnes 2009 pg. 250) provide a useful summary of the three key areas of strategic management as understanding the strategic position of the organisation‚ identifying strategic choices for the future and turning strategy into action. Initially‚ it is important to recognise
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Kurt Lewin and the Planned Approach to Change: A Re-appraisal Bernard Burnes Manchester School of Management The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However‚ in the past 20 years‚ Lewin’s approach to change‚ particularly the 3-Step model‚ has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power
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Journal of Management Studies 41:6 September 2004 0022-2380 Kurt Lewin and the Planned Approach to Change: A Re-appraisal Bernard Burnes Manchester School of Management The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However‚ in the past 20 years‚ Lewin’s approach to change‚ particularly the 3-Step model‚ has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable
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R. W. (1992). Strategic management of public and third sector organizations: A handbook for leaders. San Francisco: Jossey-Bass Publishers Inc.. Pettigrew‚ A. M. (1985). Contextualist research: A natural way to link theory and practice. In E. Lawler et al. (eds.)‚ Doing research that is useful in theory and practice. San Francisco: Jossey Bass. Pettigrew‚ A. M.‚ Ferlie‚ E.‚ & McKee‚ L. (1992). Shaping strategic change: making change in large organisations * the case of the national health service
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