|Appears in Collections:||Management, Work and Organisation Journal Articles|
|Peer Review Status:||Refereed|
|Title:||Organizational choice and organizational change|
|Citation:||Burnes B (1997) Organizational choice and organizational change, Management Decision, 35 (10), pp. 753-759.|
|Abstract:||Follows on from and develops the arguments presented in an earlier Management Decision article ‐ "No such thing as ... a ‘one best way' to manage organizational change" (Burnes, 1996a). Begins by examining Burnes' (1996b) Choice Management ‐ Change Management model which, in particular, draws attention to the influence on the choices an organization makes of the context in which it operates. Then moves on to discuss Miles and Snow′s (1978) classification of organizations into four strategic types. From this, argues that the choices an organization makes, regarding what to change and how to change it, will be significantly influenced by its strategic type. Concludes by maintaining that, on the one hand, organizations can create a virtuous circle whereby they can influence or control the circumstances in which they operate through the changes they make and how they make them. However, on the other hand, organizations can find themselves in a vicious spiral of decline and stagnation through an inability to control their own destiny and inconsistent and unsuccessful approaches to change.|
|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|
|BurnesManDec1997.pdf||69.43 kB||Adobe PDF||Under Embargo until 31/12/2999 Request a copy|
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