Search results

1 – 10 of over 206000
Book part
Publication date: 6 May 2004

Duncan Angwin

Managing Executives occupy a pivotal role in the acquisition process. It is virtually inconceivable that major Merger and Acquisitions (M&As) could proceed without their personal…

Abstract

Managing Executives occupy a pivotal role in the acquisition process. It is virtually inconceivable that major Merger and Acquisitions (M&As) could proceed without their personal sponsorship (Hayward & Hambrick, 1997). They are central to the negotiation and signing for such deals and it is these negotiations that raise questions over how the target company should be run post-acquisition, how it should be configured to fit within the newly expanded group and what sort of strategy may be appropriate for the future. Managing Executives embody their firm’s strategies and so are intimately connected with these issues of organisational fit and strategic rational. With negotiations focussed upon the future of their businesses and their personal places in corporate history, these contests can be very dramatic. The high stakes are evident in the substantial levels of acquired Managing Executive departure post-acquisition. Whilst we can observe that many acquired Managing Executives subsequently leave the enlarged firm, little evidence to date answers the question of why they have been retained or replaced?

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-84950-264-1

Article
Publication date: 1 September 2000

Jonathan C. Morris

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…

31482

Abstract

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Details

Management Research News, vol. 23 no. 9/10/11
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 1 March 1988

Andrew Kakabadse and Paul Dainty

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality…

3916

Abstract

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of chief officers are discussed, together with an examination of the necessary qualities required. Ways in which senior officers can improve their performance through management training and development and how this can assist their professional growth and development, are emphasised.

Details

Journal of Managerial Psychology, vol. 3 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 January 1993

William Pullen

In the 1990s, demands for change in public organizations arereaching new and unfamiliar levels. The continuing fiscal crisis andwidespread disenchantment with governing…

1431

Abstract

In the 1990s, demands for change in public organizations are reaching new and unfamiliar levels. The continuing fiscal crisis and widespread disenchantment with governing institutions suggest that traditional change practices that gradually adapt public organizations to their environment are losing credibility. Abrupt discontinuities such as severe budget cuts or the wholesale reassignment of a mandate are becoming more common. These discontinuous changes present public managers with an extraordinary challenge to transform their organizations. Managing such change requires different skills and techniques and will be a conclusive test of leadership. Develops a conceptual framework to help managers to think about managing strategic shocks that have no precedent.

Details

International Journal of Public Sector Management, vol. 6 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 2 August 2019

Karen B. Blay, Martin Morgan Tuuli and Jojo France-Mensah

The purpose of this paper is to validate perceived benefits and challenges of managing change in Building Information Modelling (BIM) Level 2 projects and to further explore the…

1271

Abstract

Purpose

The purpose of this paper is to validate perceived benefits and challenges of managing change in Building Information Modelling (BIM) Level 2 projects and to further explore the opportunities for enhancing the benefits and reducing the challenges. This research is timely because, hitherto, the benefits and challenges of managing change in BIM Level 2 remained largely unvalidated and the opportunities for enhancing the benefits and reducing challenges remained relatively unexplored.

Design/methodology/approach

A combination of a questionnaire survey and interviews with BIM Level 2 practitioners in the UK was employed in this study. In all, 41 responses were received from the questionnaire survey and ten subsequent interviews with BIM practitioners were carried out to explore opportunities for reducing challenges and increasing benefits of managing change in BIM Level 2 projects.

Findings

The study confirms benefits and challenges of managing change in BIM Level 2 projects identified and synthesised from literature, a much needed validation. Additional benefits and challenges were also identified in this study, such as cost saving and risk reduction (benefits) and social dimension issues in the BIM Level 2 processes (challenges). Opportunities identified to enhance benefits and reduce challenges were mainly socially driven, and were either reactive or proactive in nature.

Research limitations/implications

Opportunities for reducing challenges and increasing benefits identified from this research can inform the change management processes in BIM-Level 2.

Practical implications

The findings provide concrete basis for shaping BIM Level 2 change management processes and requirements.

Social implications

The identification of behaviours as shaping the social requirements for BIM-Level 2 confirms the need for a socio-technical approach to successful BIM implementation.

Originality/value

The identification of behaviours as shaping the social requirements for BIM Level 2 confirms the need for a socio-technical approach to successful BIM implementation.

Details

Built Environment Project and Asset Management, vol. 9 no. 5
Type: Research Article
ISSN: 2044-124X

Keywords

Article
Publication date: 1 June 1993

W. Warner Burke, Allan H. Church and Janine Waclawski

Suggests that change is inherent in contemporary organizationalexperience, and its management is not only critical to organizationalsuccess but it is also at the centre of the…

1148

Abstract

Suggests that change is inherent in contemporary organizational experience, and its management is not only critical to organizational success but it is also at the centre of the field of organization development (OD). Describes the results of a survey of 357 OD practitioners regarding their knowledge and understanding of important aspects of organizational change. Based on a comparison of the survey data collected with previous research, demonstrates that this group of presumed “change experts” is, in fact, more knowledgeable in most areas about the application and process of organizational change than their managerial and executive counterparts. Presents further analyses that serve to highlight different areas of knowledge and application of change management techniques with respect to various respondent characteristics, e.g. internal versus external status, number of years of experience in the field, etc. Concludes with a call for reflection regarding the results obtained and continued research in this area.

Details

Leadership & Organization Development Journal, vol. 14 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 27 February 2009

S. Senaratne and M.G. Sexton

Unplanned changes in construction projects are common and lead to disruptive effects such as project delays, cost overruns and quality deviations. Rework due to unplanned changes

4619

Abstract

Purpose

Unplanned changes in construction projects are common and lead to disruptive effects such as project delays, cost overruns and quality deviations. Rework due to unplanned changes can cost 10‐15 per cent of contract value. By managing these changes more effectively, these disruptive effects can be minimised. Previous research has approached this problem from an information‐processing view. In this knowledge age, the purpose of this paper is to argue that effective change management can be brought about by better understanding the significant role of knowledge during change situations.

Design/methodology/approach

Within this knowledge‐based context, the question of how construction project teams manage knowledge during unplanned change in the construction phase within collaborative team settings is investigated through a selected case study sample within the UK construction industry.

Findings

Case study findings conclude that different forms of knowledge are created and shared between project team members during change events which is very much socially constructed and centred on tacit knowledge and experience of project personnel.

Originality/value

Building on the case study findings the paper finally offers a model that represents the role of knowledge during managing project change.

Details

Engineering, Construction and Architectural Management, vol. 16 no. 2
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 June 2002

Barrie O. Pettman and Richard Dobbins

This issue is a selected bibliography covering the subject of leadership.

26533

Abstract

This issue is a selected bibliography covering the subject of leadership.

Details

Equal Opportunities International, vol. 21 no. 4/5/6
Type: Research Article
ISSN: 0261-0159

Keywords

Article
Publication date: 12 October 2010

Saboohi Nasim and Sushil

Managing e‐government is invariably managing change. Despite plethora of literature on change management, the rate of success of e‐government projects is dismal, especially in…

2139

Abstract

Purpose

Managing e‐government is invariably managing change. Despite plethora of literature on change management, the rate of success of e‐government projects is dismal, especially in developing countries. Deriving from strategy and change management literature, this paper seeks to present a new approach to strategize for better change outcomes in e‐government domain. A new construct of “continuity” is introduced and proposed to be managed concurrently with change forces to attain better delivery of strategic deliverables in e‐government projects.

Design/methodology/approach

Continuity and change forces affecting e‐government domain identified from the literature are statistically validated by conducting an “idea engineering” exercise. For this response from e‐government experts to a structured questionnaire is elicited to validate the forces, which are further modeled in the strategic framework proposed.

Findings

Drawing from strategy and change management literature, it is hypothesized that “managing change in e‐government can be better leveraged by consciously and concurrently managing continuity”. Based on expert survey, out of the initial six continuity and eight change forces proposed, only one continuity force has been dropped and the rest are further modeled in the framework. Propositions for future research and implications for policy makers and implementers are highlighted.

Practical implications

Given the low rate of success of e‐government initiatives, especially in developing countries, this framework may serve as an important approach to strategizing in e‐government domain and may be of value to not just the policy makers but also to other stakeholders like project planners, implementers and also the beneficiaries.

Originality/value

The value of this paper lies in the application of the concept of strategic management of continuity and change in e‐government domain; identification of continuity and change forces in e‐government; and proposing a model linking the “constructs of continuity and change” forces with strategic deliverables of e‐government.

Details

Transforming Government: People, Process and Policy, vol. 4 no. 4
Type: Research Article
ISSN: 1750-6166

Keywords

Article
Publication date: 1 December 1996

Wes Siegal, Allan H. Church, Miriam Javitch, Janine Waclawski, Steffani Burd, Michael Bazigos, Ta‐Fu Yang, Kate Anderson‐Rudolph and W. Warner Burke

Reviews important contemporary theoretical approaches to the understanding and management of change in organizations, and then proposes an alternative framework for integrating…

12755

Abstract

Reviews important contemporary theoretical approaches to the understanding and management of change in organizations, and then proposes an alternative framework for integrating the major themes encountered in organizational change management. Reports on results from an assessment instrument measuring agreement with key principles and concepts from this framework. Analyses results for trends indicating differences according to gender, culture, function, level, industry and other demographic and organizational variables. Discusses implications for change agents and human resources professionals.

Details

Journal of Organizational Change Management, vol. 9 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

1 – 10 of over 206000