To read the full version of this content please select one of the options below:

Jung, archetypes and mirroring in organizational change management: Lessons from a longitudinal case study

Adrian Carr (University of Western Sydney, Sydney, Australia)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 October 2002

Abstract

Jung’s discussion of archetypes and the psychodynamics of mirroring is applied to the results of a ten‐year longitudinal case study. Empirical evidence of such psychodynamics and insights into how these psychodynamics are related to the management of change are presented. Directions for further research are also discussed.

Keywords

Citation

Carr, A. (2002), "Jung, archetypes and mirroring in organizational change management: Lessons from a longitudinal case study", Journal of Organizational Change Management, Vol. 15 No. 5, pp. 477-489. https://doi.org/10.1108/09534810210440388

Publisher

:

MCB UP Ltd

Copyright © 2002, MCB UP Limited