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‘Engage for change’
Journal of General Management Pub Date : 2018-03-26 , DOI: 10.1177/0306307017749619
Hadyn Bennett , Martin McCracken 1 , Paula O’Kane 2
Affiliation  

This article reports on the management and outcomes of a radical change programme within a public sector agency. The findings reveal a significant divergence between management and employee experiences of the change process and significant differences in outcome perceptions. While management remains adamant that radical change has been achieved, employees report much more limited, incremental change – a position supported by the research findings. Using a grounded theory approach, the article seeks to explain the reasons for radical change failure and based on these proposes a ‘Radical Change Engagement’ model for use during such periods. While based on public sector research, it is contended that the model has implications and applicability for any organization undergoing radical change.

中文翻译:

'参与变革'

本文报告了公共部门机构内彻底变革计划的管理和结果。调查结果显示,管理层和员工对变革过程的体验存在显着差异,结果感知也存在显着差异。虽然管理层仍然坚持认为已经实现了根本性变革,但员工报告的变化更为有限,渐进式变化——研究结果支持这一立场。本文采用扎根理论方法,试图解释根本变革失败的原因,并在此基础上提出了在这些时期使用的“激进变革参与”模型。虽然基于公共部门的研究,但有人认为该模型对任何经历根本变革的组织都有影响和适用性。
更新日期:2018-03-26
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