Towards an understanding of the link between environment, discontinuity and volitional strategic change

G. Burt

    Research output: Contribution to journalArticle

    Abstract

    Whilst organisations have been confronted with uncertainty in the environment and the need to change, resulting in incremental or radical change, we know very little about volitional strategic change. Volitional strategic change arises when management engage in changing before the need to change is imposed on their organisation. We know very little about how organisations perceive early warning signals of impending change and using the insights from these perceptions to bring about volitional strategic change, with the resulting impact on the operations of the organisation. This paper explores the link between environment, discontinuity and volitional strategic change, using recent empirical evidence, to identity the bases of change psychological and operational. This paper identifies the role of a 'transitional object' as being the key that links the old (existing) world of management to the new (proposed) world of management and therefore facilitating volitional strategic change. The transitional object enables a re-conceptualisation of the organisation's basis of success to incorporate and integrate wider change proposals.
    LanguageEnglish
    Pages320-335
    Number of pages15
    JournalInternational Journal of Business Environment
    Volume1
    Issue number3
    DOIs
    Publication statusPublished - 2006

    Fingerprint

    Discontinuity
    Strategic change
    Conceptualization
    Incremental
    Psychological
    Early warning
    Empirical evidence
    Radical change
    Uncertainty

    Keywords

    • business administration
    • strategic management
    • change management
    • business environment

    Cite this

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    abstract = "Whilst organisations have been confronted with uncertainty in the environment and the need to change, resulting in incremental or radical change, we know very little about volitional strategic change. Volitional strategic change arises when management engage in changing before the need to change is imposed on their organisation. We know very little about how organisations perceive early warning signals of impending change and using the insights from these perceptions to bring about volitional strategic change, with the resulting impact on the operations of the organisation. This paper explores the link between environment, discontinuity and volitional strategic change, using recent empirical evidence, to identity the bases of change psychological and operational. This paper identifies the role of a 'transitional object' as being the key that links the old (existing) world of management to the new (proposed) world of management and therefore facilitating volitional strategic change. The transitional object enables a re-conceptualisation of the organisation's basis of success to incorporate and integrate wider change proposals.",
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    Towards an understanding of the link between environment, discontinuity and volitional strategic change. / Burt, G.

    In: International Journal of Business Environment, Vol. 1, No. 3, 2006, p. 320-335.

    Research output: Contribution to journalArticle

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