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The two dimensions of organizational change

Bill McCarthy (Director of strategic development, Penna)

Strategic HR Review

ISSN: 1475-4398

Publication date: 1 November 2004

Abstract

Too many organizational change projects fail because they fail to address the people aspect. Employees don’t buy in to the changed organization and performance suffers as a result. Here, Bill McCarthy of human capital consultants Penna, addresses six common reasons why organizational change fails and suggests an approach that focuses on people within a “before, during and after” timeframe.

Keywords

Citation

McCarthy, B. (2004), "The two dimensions of organizational change", Strategic HR Review, Vol. 4 No. 1, pp. 20-23. https://doi.org/10.1108/14754390480000576

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited