The Client Centred Concept and Organisational Change

Healthy Change Process Index (HCPI) as a predictor of workplace bullying during organisational change

PsycEXTRA Dataset ◽

10.1037/e572992012-322 ◽

2010 ◽

Author(s):

S. D. Tvedt ◽

M. B. Nielsen ◽

B. Lau

Keyword(s):

Change Process ◽

Workplace Bullying ◽

Organisational Change ◽

Process Index

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A Longitudinal Study of Employee Adaptation to Organisational Change: How Information and Individual Adaptability affect Well-being and Satisfaction during Change

PsycEXTRA Dataset ◽

10.1037/e572992012-150 ◽

2010 ◽

Author(s):

I. Braun ◽

C. Niessen ◽

S. Sonnentag

Keyword(s):

Longitudinal Study ◽

Organisational Change ◽

Well Being

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Retóricas, metáforas y su papel en el cambio organizacional

Oikos ◽

10.29344/07184670.33.1042 ◽

2014 ◽

Vol 16 (33) ◽

pp. 69

Author(s):

Luis Muñoz Medina ◽

Rafael Pizarro Rodríguez

Keyword(s):

Scientific Literature ◽

Organisational Change ◽

Change Processes ◽

Emotional Burden ◽

New Approaches ◽

Palabras Clave ◽

The Creation ◽

Change Concept

The Role of Rhetoric and Metaphors in Organisational Change RESUMEN El presente artículo es una recopilación de literatura científica que demuestra la relevancia de comprender nuevas formas de construir el concepto de cambio organizacional a través del lenguaje, en especial a través de claves lingüísticas como la retórica y metáfora. Esta construcción ayuda a generar procesos de cambio organizacional que presenten una menor intensidad y carga emocional negativa para los individuos, así como una mejor comprensión del mismo cambio para los empleados. Palabras clave: cambio, organización, retórica, metáfora. ABSTRACT This article is a compilation of scientific literature about the importance of understanding new approaches to the construction of the organisational change concept through language, especially through linguistic devices such as rhetorical and metaphorical ones. This construction helps the creation of organisational change processes with lower levels of impact and a lower negative emotional burden for individuals as well as a better understanding of such changesKeywords: changes; organisation; rhetoric; metaphor.

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Accounting and Organisational Change in Italian Local Governments: What's Beyond Managerial Fashion?

SSRN Electronic Journal ◽

10.2139/ssrn.336042 ◽

2002 ◽

Cited By ~ 1

Author(s):

Laura Caccia ◽

Ileana Steccolini

Keyword(s):

Local Governments ◽

Organisational Change

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Electricity privatisation IT'S role in facilitating rapid organisational change

Engineering Management ◽

10.1049/em:19910045 ◽

1991 ◽

Vol 1 (4) ◽

pp. 178

Author(s):

R.A. Peddie ◽

J.H. Banks ◽

T.J. Haslam

Keyword(s):

Organisational Change

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Unpacking the package

Qualitative Research in Accounting & Management ◽

10.1108/qram-07-2015-0062 ◽

2015 ◽

Vol 12 (4) ◽

pp. 346-376 ◽

Cited By ~ 5

Author(s):

Mark Evans ◽

Basil Phillip Tucker

Keyword(s):

Organisational Change ◽

Clean Energy ◽

Management Control ◽

Theory And Practice ◽

Structured Interviews ◽

Informal Control ◽

Content Type ◽

Energy Company ◽

Management Controls ◽

Control Package

Purpose – The purpose of this paper is to explore the ways in which both formal and informal control, operating as a package, are implicated in responding to organisational change arising from the introduction of the Australian Federal Government’s Clean Energy Act (2011). Design/methodology/approach – This investigation is based on a review of archival data, and semi-structured interviews conducted with 15 staff at different hierarchical levels within an Australian renewable energy company. Findings – Although formal management control systems and informal control both played important roles in the organisation’s reorientation to organisational change, it was the latter form of control that predominated over the former. The influence of the prevailing organisational culture, however, was pivotal in orchestrating both formal and informal control efforts within this organisation. Originality/value – This study contributes to management control theory and practice in two ways: first, it provides much needed empirical evidence about the ways in which management controls act as a package; second, it offers insights into the relative importance of the components of a management control package in the context of a particular organisational change. In addition, it responds to Laughlin’s (1991) call for empirical “flesh” to be added to the skeletal framework he advocates to make this conceptualisation of organisational change, “more meaningful”.

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