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Organizational change: the Australian experience

Lawson K. Savery (School of Management, Curtin University of Technology, Bentley, Western Australia)
J. Alan Luks (School of Management, Curtin University of Technology, Bentley, Western Australia)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 May 2000



Organizational change is a complex phenomenon with potentially devastating consequences if not done correctly. Organizations in the global marketplace continue to experience tremendous change. This paper examines data from a survey, which examined approximately 2,000 workplaces on whether they had introduced change and the effects of these changes on the employees at the workplace. The paper considered these changes, which included such issues as downsizing, delayering and the introduction of new plant and/or technology, reason for changes and who decided to introduce the changes. It further considered the level of perceived consultation, which accompanied the change, the perceived barriers to the changes and the possible influence on productivity. Examination of the data indicates that there is no relationship between downsizing and productivity.



Savery, L.K. and Luks, J.A. (2000), "Organizational change: the Australian experience", Journal of Management Development, Vol. 19 No. 4, pp. 309-317.




Copyright © 2000, MCB UP Limited

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