The Change Process in Organizations
An Applied Anthropology Analysis
Bibliographic Data
| ID | 2497812 |
|---|---|
| Authors | Leonard R Sayles (Columbia University, corresponding author) |
| Year | 1962 |
| Volume | 21 |
| Issue | 2 |
| Pages | 62-67 |
| Publication date | 1962-06-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Human Organization (JOURNAL) |
| Journal identifiers | ISSN: 0018-7259 • E-ISSN: 1938-3517 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.17730/humo.21.2.3327x126306u3684 |
| OpenAlex | W2001843372 |
| Language | EN |
| Citations received | 3 |
Unfortunately, the subject of change in organizations (or of community or culture) is typically dealt with as a distinct, separate process, apart from the normal functioning of the system. Change is apparently viewed as something that is imposed on an unwilling, unresponsive audience or consumer. The problem of change, therefore, is usually one of gaining consent or acceptance through cajoling, force, participation, spotting the most likely sources of resistance and, occasionally, identifying gatekeepers or possible allies
Biology · Political science · Process (computing · Public relations · Resistance (ecology · Sociology · Spotting · Subject (documents · World Wide Web · Artificial Intelligence · Computer Science · Ecology · Global and Cross-Cultural Management · Psychology
| Unique citing works | 3 |
|---|---|
| Citations per year | 0,05 |
| Citation span | 1967 - 1973 (7) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 3 |