ISSN:
0953-4814
Source:
Emerald Fulltext Archive Database 1994-2005
Topics:
Economics
Notes:
Brings together some of the empirical findings from a series of action research projects undertaken in a number of engineering companies. Systems concepts were employed with engineers to assist organisational change. The key driver for each programme of change was the implementation of a new company-wide strategy for increasing competitive edge in the open market. In each instance, senior management recognised that, while their engineers possessed the "hard", technical skills to fulfil such a strategy, they did not all possess the "soft", people-related skills to cope with the cultural aspects of the change. Systems concepts, such as rich pictures and metaphors, were used to generate new perspectives that would stimulate a more holistic approach to organisational change management.
Type of Medium:
Electronic Resource
URL:
http://dx.doi.org/10.1108/09534810010321436
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