Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/21366
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dc.contributor.authorBurnes, Bernard-
dc.date.accessioned2015-01-07T00:10:08Z-
dc.date.issued2004-
dc.identifier.urihttp://hdl.handle.net/1893/21366-
dc.description.abstractIn a fast‐moving and unpredictable world, there can be little doubt that organizational change is one of the most important issues facing organizations. This is especially so, when it is claimed that over 60 per cent of all change projects are considered to fail. Not surprisingly, therefore, there is also much debate about which approach to change is the best. Over the past 20 years, the emergent approach appears to have superseded the planned approach as the most appropriate. However, as this paper will argue, the idea that planned and emergent changes are competing approaches, rather than complementary, is contestable. This paper looks at the case of XYZ construction which, between 1996 and 2000, used both emergent and planned approaches to transform itself. The paper concludes that organizations need to avoid seeking an "one best way" approach to change and instead seek to identify the approach which is best suited to both type of changes they wish to undertake, according to the organization's context.en_UK
dc.language.isoen-
dc.publisherEmerald-
dc.relationBurnes B (2004) Emergent change and planned change–competitors or allies?: The case of XYZ construction, International Journal of Operations and Production Management, 24 (9), pp. 886-902.-
dc.rightsThe 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.-
dc.subjectOrganizational changeen_UK
dc.subjectProcess planningen_UK
dc.subjectChange managementen_UK
dc.subjectEmergent strategyen_UK
dc.titleEmergent change and planned change–competitors or allies?: The case of XYZ constructionen_UK
dc.typeJournal Articleen_UK
dc.rights.embargodate2999-12-31T00:00:00Z-
dc.rights.embargoreasonThe publisher does not allow this work to be made publicly available in this Repository therefore there is an embargo on the full text of the work.-
dc.identifier.doihttp://dx.doi.org/10.1108/01443570410552108-
dc.citation.jtitleInternational Journal of Operations and Production Management-
dc.citation.issn0144-3577-
dc.citation.volume24-
dc.citation.issue9-
dc.citation.spage886-
dc.citation.epage902-
dc.citation.publicationstatusPublished-
dc.citation.peerreviewedRefereed-
dc.type.statusPublisher version (final published refereed version)-
dc.author.emailbernard.burnes@stir.ac.uk-
dc.contributor.affiliationManagement Work and Organisation-
dc.rights.embargoterms2999-12-31-
dc.rights.embargoliftdate2999-12-31-
dc.identifier.isi000224715500002-
Appears in Collections:Management, Work and Organisation Journal Articles

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