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Strategic organizational change: the role of leadership, learning, motivation and productivity

Steven H. Appelbaum (Faculty of Commerce and Administration, Concordia University, Montreal, Quebec, Canada)
Normand St‐Pierre (Canadian Imperial Bank of Commerce, Montreal, Quebec, Canada)
William Glavas (Pratt and Whitney Canada, Montreal, Quebec, Canada)

Management Decision

ISSN: 0025-1747

Article publication date: 1 June 1998



Presents an overview of strategic organizational change (SOC) and its managerial impact on leadership, learning, motivation and productivity. Theoretical and empirical data presented are: the sources and determinants of strategic organizational change; the management implications of SOC; organizational leadership within the context of SOC; learning aspects of SOC; the impact of SOC on organizational and individual productivity; a model that explains the relationships between SOC, leadership, learning, motivation and productivity. Depicts strategic organizational change as an integrative process with all organizational elements such as human resources, systems and technologies being considered for successful change to occur. The proposed model for strategic organizational change is an attempt to link the software and hardware components of organizations. In view of the pressures being expected from the external environment and the critical vision of organizations, research suggests that top management needs to establish a flexible and adaptive infrastructure that should lead contemporary and complex organizations to optimum levels of performance. The largest barrier to “change” is not changes to technologies and work processes but changes involving people.



Appelbaum, S.H., St‐Pierre, N. and Glavas, W. (1998), "Strategic organizational change: the role of leadership, learning, motivation and productivity", Management Decision, Vol. 36 No. 5, pp. 289-301.




Copyright © 1998, MCB UP Limited

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