Results 1 to 10 of about 519,027 (183)

Coaching as a Buffer for Organisational Change [PDF]

open access: yesFrontiers in Psychology, 2022
When introducing changes to an organisation, it is crucial to know how a given change will affect the company’s success. It is easy to forget or, more frequently, fail to appreciate the importance of the feelings and thoughts of the people who experience
Mirosława Huflejt-Łukasik   +2 more
doaj   +2 more sources

Organisational change in hospitals: a qualitative case-study of staff perspectives [PDF]

open access: yesBMC Health Services Research, 2019
Background Organisational change in health systems is common. Success is often tied to the actors involved, including their awareness of the change, personal engagement and ownership of it.
Chiara Pomare   +4 more
doaj   +2 more sources

Strategic Managerial Change and Organisational Innovation [PDF]

open access: yesRevista de Management Comparat International, 2010
Without any doubt, the number, amplitude and speed of changes are increasing rapidly in all fields in the last period. In this context it is essential to identify and to deal primordially with strategic changes.
Ovidiu NICOLESCU , Ciprian NICOLESCU
doaj   +3 more sources

Motivational Factors in Organisational Change [PDF]

open access: yesSocioEconomic Challenges, 2021
The presented paper gives an overview of the most important and most common theories and concepts from the economic field of organisational change and is also enriched with quantitative publication data, which underlines the relevance of the topic.
Marcel Biewendt   +2 more
doaj   +1 more source

Unlocking the Future: Fostering Human–Machine Collaboration and Driving Intelligent Automation through Industry 5.0 in Smart Cities

open access: yesSmart Cities, 2023
In the quest to meet the escalating demands of citizens, future smart cities emerge as crucial entities. Their role becomes even more vital given the current challenges posed by rapid urbanization and the need for sustainable and inclusive living spaces.
Amr Adel
doaj   +1 more source

Improving Evidence Quality for Organisational Change Management through Open Science [PDF]

open access: yes, 2020
Purpose: Popular contingency approaches to organisational change management imply that it is known what and when practices are most appropriate and effective to manage change. The current work questions this assumption.
Evans, Thomas
core   +1 more source

Organisational Change in Public Service

open access: yesInternational Research Journal of Business Studies, 2021
This study aims to investigate institutional logic underlying the initiation of the change management process in public sector organizations. Organizational Institutionalism is used to frame the analysis.
Dian Ekowati
doaj   +1 more source

Managerial Survival: Middle Manager Sense-Making during Organisational Change

open access: yesInternational Journal of Management, Knowledge and Learning, 2022
Purpose: The lived experiences of middle managers within the messy realities of change offer valuable insight into how middle managers deal with disruptions. The purpose of this research was to explore the lived experiences of middle managers within the
Sherry Samson   +2 more
doaj   +1 more source

The Development of ‘Age Appropriate’ Living Environments: Analysis of Two Case Studies from a Social Work Perspective

open access: yesUrban Planning, 2019
As the growing number of older people, particularly in urban areas, and changing lifestyles are increasing the importance of continuing to live in the community (ageing in place), studies show that age-related planning of living environments is often ...
Carlo Fabian   +5 more
doaj   +1 more source

Predicting employees' commitment to and support for organisational change [PDF]

open access: yes, 2009
This study aimed to identify factors that predict employees' commitment to and support for organisational change. The three components of Herscovitch and Meyer's (2002) commitment to organisational change model were hypothesised to mediate the ...
Bannon, Steven F.   +2 more
core   +1 more source

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