Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/21367
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dc.contributor.authorBurnes, Bernard-
dc.contributor.authorJames, Hakeem-
dc.date.accessioned2015-01-07T00:12:34Z-
dc.date.issued1995-
dc.identifier.urihttp://hdl.handle.net/1893/21367-
dc.description.abstractIn the 1980s it became increasingly apparent that the management of change is a crucial factor in organizational performance. However, it became equally apparent that many organizations found great difficulty in successfully planning and implementing change. One oft‐quoted reason for this was the lack of involvement of those affected by the change in its planning and implementation. Consequently it now appears to be the received wisdom that employee involvement in change projects is "a good thing". However, this blanket injunction to "involve" ignores both the context in which particular change projects take place and the varying degrees of involvement which are possible. In an attempt to rectify this, examines how an organization′s culture and the degree of cognitive dissonance generated by proposals for change influence the depth and type of employee involvement required to create a positive climate for change. Concludes by arguing that these factors are crucial not only in identifying the best approach to managing change in a particular situation but also in determining whether such a project should be undertaken in the first place.en_UK
dc.language.isoen-
dc.publisherEmerald-
dc.relationBurnes B & James H (1995) Culture, cognitive dissonance and the management of change, International Journal of Operations and Production Management, 15 (8), pp. 14-33.-
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.subjectCorporate cultureen_UK
dc.subjectManagementen_UK
dc.subjectOrganizational changeen_UK
dc.subjectParticipationen_UK
dc.titleCulture, cognitive dissonance and the management of changeen_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/10.1108/01443579510094062-
dc.citation.jtitleInternational Journal of Operations and Production Management-
dc.citation.issn0144-3577-
dc.citation.volume15-
dc.citation.issue8-
dc.citation.spage14-
dc.citation.epage33-
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.contributor.affiliationUniversity of Manchester-
dc.rights.embargoterms2999-12-31-
dc.rights.embargoliftdate2999-12-31-
dc.identifier.isiA1995UK15300002-
Appears in Collections:Management, Work and Organisation Journal Articles

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