The Strategic Management of Corporate Change
Bibliographic Data
| ID | 9890980 |
|---|---|
| Authors | Dexter Dunphy (UNSW Sydney, corresponding author), Doug Stace (Principal, Stace Management Networks Pty Ltd) |
| Year | 1993 |
| Volume | 46 |
| Issue | 8 |
| Pages | 905-920 |
| Publication date | 1993-08-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679304600801 |
| OpenAlex | W2137295086 |
| Language | EN |
| Citations received | 13 |
| References cited | 11 |
To investigate the controversy between universal and contingent approaches to corporate change, a study was undertaken of 13 service sector organizations. The study used the Dunphy/Stace contingency model of organizational change strategies, developing measures to place the organizations within the model. Results indicate that universal models of change management are inadequate to describe the diversity of approaches actually used by these organizations. In particular, the traditional Organizational Development model is unrepresentative of how change in many contemporary organizations is actually made. The traditional OD model prescribes incremental change combined with a participative management style but most organizations in the study made rapid transformative change using a directive leadership style. The OD model is also inadequate as a prescriptive model because very different change strategies, some dramatically different from OD, resulted in successful financial performance. Four case studies are presented to illustrate how each of the major contingencies in the model can operate to create effective organizational performance
Business · Change management (ITSM · Contingency · Contingency theory · Directive · Knowledge management · Organization development · Organizational change · Planned change · Political science · Process management · Public relations · Sociology · Transformative learning · Computer Science · Marketing · Organizational Downsizing and Restructuring · Outsourcing and Supply Chain Management · Risk Management in Financial Firms
Kurt Lewin and the Planned Approach to Change
Promoting work engagement in public administrations
Artificial intelligence and work
Zwischen Freiheit und Reglementierung
Leading organizational change in the ‘new’ South Africa
Competitive advantage in the new contrived social care marketplace
What is social about criminal justice social work in Belgium
Building Sustainability on Deep Values Through Mindfulness Nurturing
Restructuring health care
Rural Victorian service provider responses to the National Disability Insurance Scheme
Organizational Transformation
Things fall apart? Discourses on agency and change in organizations
The changing face of English universities
| Unique citing works | 13 |
|---|---|
| Citations per year | 0,42 |
| Citation span | 1995 - 2024 (30) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 13 |