Discusses implementation of commonly used change strategies. Puts the emphasis on the problems of utilizing existing experience in the implementation of a change strategy, and on the problems of transferring experience from one change effort to another. Provides a case description to illustrate these problems and the following discussion implies that part of the limitations are due to the linear logics and blueprint planning found in change programmes. Other suggested contributing factors concern the dynamic aspects of change and the problem of keeping different perspectives on change simultaneously in a development programme. Presents a preliminary model for analysing change programmes in a situation specific context. The model focuses on considerations made within and between three generic components affecting the implementation of change efforts; change strategy, change organization and change evaluation.
Berger, A. (1992), "Towards a Framework for Aligning Implementation of Change Strategies to a Situation‐specific Context", International Journal of Operations & Production Management, Vol. 12 No. 4, pp. 32-44. https://doi.org/10.1108/01443579210011570
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