Council Elections 2003
- Transition Management: An In-Depth Look at Managing Complex Change. Ackerman, Linda S. // Organizational Dynamics;Summer82, Vol. 11 Issue 1, p46
This article focuses on the costs and benefits of organizational changes. To be successful as an approach to change, transition management requires special conditions. It demands a different way of thinking about handling change in organizations. Although it reinforces clear direction and...
- An Empirical Test of the Knowledge Management Life Cycle Model at a Turkish Petroleum Oil Industry Firm. Sagsan, Mustafa; Zorlu, Kursat // Proceedings of the International Conference on Intellectual Capi;2010, p405
Most of the knowledge management life cycle models (KMLCM) in the literature are not only focusing on the processes of knowledge in organizations but also emphasizes the role of knowledge. The theoretical background of this study is based entirely on Sagsan's (2007) "A New Knowledge Management...
- THE EMERGENCE OF ORGANIZATIONAL CHANGE: A NONLINEAR DYNAMICAL SYSTEMS PERSPECTIVE. Knoche, Harry B. // Academy of Management Annual Meeting Proceedings;2006, pS1
The article looks at organizational change and presents a macro theory of emergent organizational change, which integrates different models of organizational change into one theory by using nonlinear dynamical systems theory. In the article various propositions are examined, including changes in...
- Managing Transitions to Uncertain Future States. Nadler, David A. // Organizational Dynamics;Summer82, Vol. 11 Issue 1, p37
This article examines the difficulties on managing organizational change. The management of organizational change is a challenging task in any context. When events create a situation in which the future is uncertain, the task becomes even more difficult. Although the nature of the problems...
- PROCESS-BASED ORGANIZATIONAL CHANGE: FROM CHINA TOWARDS A GLOBAL MODEL. Martinsons, Maris G.; Hempel, Paul S. // Academy of Management Proceedings & Membership Directory;2001, pE1
Process-based organizational change has attracted considerable attention in recent decades, with the rise of total quality management (TQM) being followed by the emergence of business process reengineering (BPR). Since contextual factors can influence both the adoption and results of these...
- EXCESSIVE CHANGE: UNINTENDED CONSEQUENCES OF STRATEGIC CHANGE. Stensaker, Inger; Meyer, Christine; Falkenberg, Joyce; Haueng, Anne-Cathrin // Academy of Management Proceedings & Membership Directory;2001, pG1
In this paper we ask when strategic change may become excessive and explore the consequences of excessive change. Past literature on strategic change has ignored the organizational consequences of introducing too much change. Our identification of excessive change arises from two separate...
- The Unifying Force of Diversity. Guillory, William A. // Executive Excellence;Jun2002, Vol. 19 Issue 6, p7
Explores the trend towards diversity to improve competitive advantages of companies. Organizational change; Dimensions of diversity; Creation of a high performance organization through diversity.
- Mastering Change . Fiorina, Carly // Executive Excellence;Jun2002, Vol. 19 Issue 6, p10
Offers suggestions for mastering and managing business change. Era of high-technology and the Internet; Creation of sustainable value; Importance of balance among business strategy, structure, processes, and culture.
- Six Principles of Change Execution. Mellina, Edmond // Executive Excellence;Sep2002, Vol. 19 Issue 9, p13
Cites the principles of change execution within a corporate organization. Need for a specific rate for each change initiative; Impact of sponsorship on the change initiative; Considerations driving the principle of proximity.