Journal of Organizational Change Management: Volume 14 Issue 6

Images of quality: deconstructing the quest for excellence

Alexis Downs, Kenneth K. Eastman

Like daffodils in springtime, total quality management (TQM) programs bloom, fade, and bloom again. Once lauded, then debunked, analyzed, and resurrected, TQM is here examined as…

A note on emotions and consultancy

Craig C. Lundberg, Cheri A. Young

Although most consultants appreciate the role emotions play in change projects, many have little understanding regarding emotions and how they influence behavior. By providing a…

Managing in knowledge‐based competition

Josephine Chinying Lang

Globalization and digitization with connectivity are fast transforming fundamental business assumptions. These two forces – more aggressive global competition and accelerating…

Stealth, secrecy and subversion: the language of change

David Butcher, Sally Atkinson

Whilst language is recognised as playing a key role in the shaping of organisational phenomena, the importance of managing language actively in the context of change has received…

Management consultancies as global change agents?: Evidence from Italy

Cristina Crucini, Matthias Kipping

Examines the role of small, locally based management consultancies as global change agents. Based on evidence from Italy, shows that these consultancies not only have managed to…

Critical theory and the hegemony of corporate culture

John O. Ogbor

Based on critical theory and dialectical thought, discusses and outlines a framework for understanding corporate culture as corporate hegemony. First, offers the relevance of…

Unleashing Intellectual Capital

Carol Hart Metzker

The Springboard: How Storytelling Ignites Action in Knowledge‐era Organizations

Robert F. Dennehy