|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?|
|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).|
|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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