Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/21345
Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Introduction: Why Does Change Fail and What Can We Do About It?
Authors: Burnes, Bernard
Contact Email: bernard.burnes@stir.ac.uk
Issue Date: Dec-2011
Publisher: Taylor and Francis
Citation: Burnes B (2011) Introduction: Why Does Change Fail and What Can We Do About It? , Journal of Change Management, 11 (4), pp. 445-450.
Abstract: First paragraph: In an era when politicians can only get elected by promising change, it seems strange, as the above quote shows, that there was time when their inclination was to resist, rather than promote, change. However, the above quotation, though over 100 years old, neatly sums up many people's attitude to organizational change: ‘we don't like it; it'll just make things worse'. Yet, even though many people are doubtful that change will be for the better, we live in an era where change is seen as essential if organizations and, indeed, the human race are to survive (Dunphy et al., 2007; Kanter, 2008; Sackmann et al., 2009). Such is the importance now given to change that it is seen as the prime responsibility of those who lead organizations, as the rise of the transformational leader shows (Burns, 1978; Bass, 1995; Yukl, 2010).
Type: Journal Article
URI: http://hdl.handle.net/1893/21345
DOI Link: http://dx.doi.org/10.1080/14697017.2011.630507
Rights: The publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.
Affiliation: Management Work and Organisation

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