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All change? Managers' experience of organizational change in theory and practice

Jane Andrews (Aston Business School, Aston University, Birmingham, UK)
Helen Cameron (Ripon College Cuddesdon, Oxford, UK)
Margaret Harris (Aston Business School, Aston University, Birmingham, UK Birkbeck University of London, London, UK)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 23 May 2008




This paper aims to examine the usefulness of organizational change theory for management practice.


The authors present an exploratory, empirical study of managers who were taught organizational change theory as part of a postgraduate degree. Building on the study findings, they analyse managers' subsequent experiences of organizational change; of how they use change theory in practice and the impact on their practice of their earlier formal study.


The paper finds that the complexities of managing change in practice reflect distinctive organizational environments and cultures. The skills and knowledge which managers found most useful were those that enabled them to “make sense” of the organizational change they subsequently experienced. The main impact of their earlier studies was to prompt informative, discursive and reflective approaches to change management.

Practical implications

The paper discusses the implications for future teaching of organizational change and the development of organizational change theory.


The qualitative findings of the study add to, and help to explain, earlier research findings on the questions of how managers' experience change, how they use organizational change theory and its impact on their practice.



Andrews, J., Cameron, H. and Harris, M. (2008), "All change? Managers' experience of organizational change in theory and practice", Journal of Organizational Change Management, Vol. 21 No. 3, pp. 300-314.



Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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