Journal of Organizational Change Management: Volume 28 Issue 2

Cultural education organizations and flexible individualization of taste

Marcin Poprawski

The purpose of this paper is to identify and discuss structure, essence, and quality of a current organizational frameworks for the arts and culture, institutions, NGO’s and…

International business and the Balti of meaning: food for thought

Sid Lowe, Astrid Kainzbauer, Slawomir Jan Magala, Maria Daskalaki

The purpose of this paper is to discuss the interactive processes linking lived embodied experiences, language and cognition (body-talk-mind) and their implications for…

Entrepreneurial orientation and performance of SMEs in the services industry

María José Rodríguez-Gutiérrez, Pilar Moreno, Pilar Tejada

The purpose of this paper is to examine both the sources of competitiveness of small and medium- sized enterprises (SMEs) in the services industry measured by their capability to…

Dynamic capabilities as patterns of organizational change: An empirical study on transforming a firm’s resource base

Albert Sune, Jenny Gibb

In this paper the authors explore the managerial processes involved in deep, purposeful organizational change. The authors investigate change towards a goal-directed end state and…

Integrating the organizational change literature: a model for successful change

Serina Al-Haddad, Timothy Kotnour

The purpose of this paper is to contribute a roadmap to the change management literature, and provide definitions for describing change types, change enablers and change methods…

Assessing impediments to NPM change

Peter Steane, Yvon Dufour, Donald Gates

When new public management (NPM) emerged in the mid-1980s, most governments such as New Zealand, Australia and Canada embraced it as a better way to provide public services. A…

Can enhanced performance management support public sector change?

Fiona Buick, Deborah Ann Blackman, Michael Edward O'Donnell, Janine Louise O'Flynn, Damian West

The purpose of this paper is to focus on the potential role that performance management could play in enabling employees’ adaptability to change and, therefore, successful change…

Held back and pushed forward: leading change in a complex public sector environment

Joris van der Voet, Ben Kuipers, Sandra Groeneveld

Public organizations often need to implement organizational change. Several authors have argued that the specific characteristics of public organizations make the implementation…

Causes of stress before, during and after organizational change: a qualitative study

Roy K Smollan

Since prior empirical research has seldom compared causes of stress before, during and after organizational change the purpose of this paper is to identify stressors as change…

Reacting to and managing change within Juvenile justice

Ann Dadich, Brian Stout, Hassan Hosseinzadeh

As part of the wave of new public management (NPM), the purpose of this paper is to unveil reactions to, and the management of organizational change within a context seldom…

Editorial

Slawomir Jan Magala

Recognizing patterns of organizational change after flexible individualization

Slawomir Jan Magala, Francisco Liñán