2009
DOI: 10.1108/09534810910983488
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A meta model of change

Abstract: Purpose -The purpose of this paper is to present a model of change which is both academically rigorous and practitioner-friendly. Design/methodology/approach -A theoretical meta-analysis is conducted by clustering themes from across a broad range of change-related literature including: learning; personal, social, situational and emergent change; helping, systems thinking, process improvement and leadership. Findings -Common themes emerge across all the change-related literature, which suggests the existence of… Show more

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Cited by 56 publications
(52 citation statements)
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References 62 publications
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“…Systemic approaches to HR and change are noted and suggested by Chow andLiu (2009), Paauwe and, Pudelko (2006), Young (2009) and Karp (2006). Karp (2006, p. 6) remarks that if a 'leader wants to influence people's behavior in an organization, a systemic perspective is also needed', and Graetz and Smith (2010) stress that organization change is effective only when interventions are implemented through the whole system.…”
Section: Background and Contextmentioning
confidence: 95%
“…Systemic approaches to HR and change are noted and suggested by Chow andLiu (2009), Paauwe and, Pudelko (2006), Young (2009) and Karp (2006). Karp (2006, p. 6) remarks that if a 'leader wants to influence people's behavior in an organization, a systemic perspective is also needed', and Graetz and Smith (2010) stress that organization change is effective only when interventions are implemented through the whole system.…”
Section: Background and Contextmentioning
confidence: 95%
“…Coch and French, 1948;Lawrence, 1954;Kotter and Schlesinger, 1979), as well as to more contemporary contributions (e.g. Carnall, 1994;Hultman, 1995;McCrimmon, 1997;Young, 2009), is the idea that involvement in the change process is key to helping to reduce resistance to The role of organisational commitment change by reducing anxiety, creating a stronger sense of ownership of the change, and enabling individuals actively to contribute to the shaping of the change. More generally, as argued by Giangreco and Peccei (2005), because of the above reasons, involvement in the change process can generate a more positive attitude towards the change and, hence, ultimately help to reduce resistance.…”
Section: Resistance To Changementioning
confidence: 99%
“…In both the case studies, there was a "refusal to acknowledge" (Campbell, 1993, in Young, 2009) this stimulus. Staff may still not necessarily have liked the changes anyway, but the acceptance of the need to change would have facilitated the change management process.…”
Section: Resultsmentioning
confidence: 99%