Journal of Organizational Change Management: Volume 26 Issue 5

Subject:

Table of contents

A theoretical framework of organizational change

Gabriele Jacobs, Arjen van Witteloostuijn, Jochen Christe‐Zeyse

Organizational change is a risky endeavour. Most change initiatives fall short on their goals and produce high opportunity and process costs, which at times outweigh the content…

28297

Computerized class management software: teachers' views and assessment

Nirit Raichel

This article seeks to present two main issues: educational staff assessment of changes in their work resulting from the introduction of class and school management software; and…

Impact of group dynamics on eservice implementation: A qualitative analysis of Australian public sector organisational change

Chowdhury Hossan, Christopher Dixon, David Brown

The purpose of this article is to re‐appraise the significance of Lewin's group dynamics theory empirically in the context of technology related change in local government.

2520

How top management team diversity fosters organizational ambidexterity: The role of social capital among top executives

Ci‐Rong Li

Premised on the information‐processing perspective, this paper attempts to examine whether diverse top management team can simultaneously pursue contradictory innovations.

4382

Tailoring model in reforming police organizations towards community policing

Sefer Yilmaz

This paper aims to suggest that a police organization should prefer change management approaches and methods that would not only lead the organization towards an effective…

1960
Cover of Journal of Organizational Change Management

ISSN:

0953-4814

Online date, start – end:

1988

Copyright Holder:

Emerald Publishing Limited

Open Access:

hybrid

Editor:

  • Prof Slawomir Magala