In 1990, the top fifty British companies reorganised every five years, by 2000 changes were taking place every three years with regular minor changes (Whittington and Mayer, 2002, cited in Buchanan and Huczynski, 2004). These changes could be due to increased competition; changing customer needs and expectations; growth; changes in the environment and/ or declining markets to list just a few. Businesses and managers are now faced with highly dynamic and ever more complex operating environments; therefore, the ability to change has become crucial to organisational performance and sustainability. The researchers present a conceptual framework of how change management is made up of activities as derived from change management theory. We argue that the change processes and activities require a comparative analysis with company practices through a more in depth qualitative and quantitative data analysis. We have found that there is convergence as well as divergence between literature and empirical work according to our sample of 35 companies across Europe. Encompassing the similarities and differences between theory and practice, this study illustrates and explains developmental paths and guidelines in organisational change. Finally we contribute to theory and practice by suggesting a framework of required actions in managing change.
|Publication status||Published - 2008|
|Event||British Academy of Management Conference 2008 - Harrogate, United Kingdom|
Duration: 9 Sep 2008 → 11 Sep 2008
|Conference||British Academy of Management Conference 2008|
|Period||9/09/08 → 11/09/08|
- organisational change
- managerial activities