Table of contents
The greening of organizational culture: Management views on the depth, degree and diffusion of change
Lloyd C. Harris, Andrew CraneThe green management literature repeatedly argues that in order to behave in a sustainable manner, organizational actions will need to go beyond technical fixes and embrace new…
A road less travelled: Beyond managerialist, critical and processual approaches to total quality management
David Knights, Darren McCabeThis article presents a research framework that understands any management innovation, such as total quality management (TQM), as discursive knowledge that can have certain power…
Stepping into the light: stakeholder impact on competitive adaptation
Carolan McLarneyThis paper develops a new model for analysing industry competitive structure. The new model combines traditional strategic group analysis with stakeholder theory. Thus we have a…
The “death valley” of change
P. David Elrod, Donald D. TippettThis paper provides an overview of the current body of knowledge surrounding the human response to change and transition. Models of the change process, as perceived by diverse and…
A grounded theory for resistance to change in a small organization
Diego Maria Macrì, Maria Rita Tagliaventi, Fabiola BertolottiThis paper focuses on the process that generates resistance to change in a small organization. We build a grounded theory that interprets resistance to change in terms of…
Shapes of organizational change: the case of Heineken Inc.
Sjoerd Beugelsdijk, Arjen Slangen, Marco van HerpenThis paper is based on the punctuated equilibrium model of organizational change. We argue that there are multiple ways in which organizational change takes place. More in…
ISSN:
0953-4814Online date, start – end:
1988Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Prof Slawomir Magala