Mixed Results, Lousy Process: the Management Experience of Organizational Change
By M. Doyle, T. Claydon, D. Buchanan. 2000
146 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Public Administration
View Paper: https://www.semanticscholar.org/paper/2f628ae1e9d035fd4d0482c7d4d7a8efbdb673e0
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Safety leadership practices for organizational safety compliance: developing a research agenda from a review of the literature (2016, background): “How safety leadership is enacted in public sector organizations has not been examined, and yet we know that the pressures faced by leaders in public sector organizations differ from those faced by leaders in private sector organizations (Doyle et al., 2000).”
- Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “( 2000 , S63), in their survey of managers, reported that 67 per cent agreed (17 per cent strongly) that ‘the change process cannot be evaluated effectively because there are too many overlapping initiatives running at one time.”
- Why Has Work Effort Become More Intense (2004, unknown): “Work intensification is stronger in public organizations, consistent with the raw data results from WERS98 and other sources shown in Tables 1 and 2a, and also consistent with case studies (Doyle et al, 2000).”
- Organizational Change and Characteristics of Leadership Effectiveness (2009, background): “Doyle et al. (2000) reported that change agents find the numerous models to be too “prepackaged” while failing to address the linkages and contradictions in change.”