Models of Change Agency: a Fourfold Classification

Caldwell, Raymond

doi:10.1111/1467-8551.00270

Cited by 175 publications

(189 citation statements)

References 39 publications

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“…This study supports the second point described by Ford, et al (2008) and the work of Caldwell (2003) in that change agents vary from person to person in organisations. Inter personal skills and management style can affect the success of change initiatives.…”

Section: Change In Organisationssupporting

confidence: 88%

“…As Ford et al (2008) noted change agents inactions may contribute to the change recipient's unwillingness to change their behaviour. Caldwell (2003) argued that successful change relies on the inter personal and management style of change agents. To address these shortcomings significant concentrated mentoring occurred with the Shift Supervisors to encourage them to champion the changes with their crews; to become active change agents.…”

Section: Discussionmentioning

confidence: 99%

“…Third; the resistance to change may be a positive contribution to the change process (Knowles & Lin, 2004). Caldwell (2003) asserts that the interactions that occur between different change agents within the organisation act as inhibitors to the change process or as Van de Ven and Sun (2011) describe as change model breakdowns.…”

Section: Change In Organisationsmentioning

confidence: 99%

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Moving from contractor to owner operator: impact on safety culture – a case study

Bahn

2012

Employee Relations

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Purpose -The research study investigated whether a change in staffing contractual arrangements, specific training in hazard identification, mentoring of supervisors and the introduction of a robust safety system could improve the organisations safety culture. How safety conditions change under contracted out labour compared to direct labour and the influence that contracting out has on organisational safety culture is explored.Design/methodology/approach -The study used a case study methodology to detail how the change occurred over a six month period in 2011. As part of the analysis a model of the change process and push-pull factors is offered.Findings -As a result of the change all areas saw some improvement. Work-related injury statistics dropped significantly, supervisors were clear of their roles, actively monitoring their crews to ensure they worked in a safer manner than before, and staff were actively addressing work-place hazards. With the safety system in place the organisation should be deemed compliant and diligent by the state auditing authorities. This study has also shown that using contractor workers together with in-house workers that are managed under different safety regimes is problematic. The problems don't occur due to the contractor's safety systems being less robust than the parent company's or that contract workers are themselves less safe; it is the added complexity of managing multiple safety regimes and the lack of trust of the robustness of each system that create conflict.Research limitations/implications -The paper reports on the change process of one mining organisation in Western Australia as a case study from a managerial sample and is thereby limited.Practical implications -This study demonstrates the difficulties in changing safety culture in an underground mining organisation. The paper argues the need for specialised training in identifying hazards by the staff, the mentoring of supervisory staff and the adoption of a robust safety system to support improved safety culture.Originality/value -There is little research conducted in the resources sector researching changes in human resource supply and OHS management, in particular moving from contracted labour to hiring in-house. This case provides an insight into how a change in staffing hiring arrangements together with specific safety initiatives has a positive impact on safety performance.

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Section: Change In Organisationssupporting

confidence: 88%

Section: Discussionmentioning

confidence: 99%

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Moving from contractor to owner operator: impact on safety culture – a case study

Bahn

2012

Employee Relations

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“…Alvesson and Johansson, 2002;Richter and Niewiem, 2009;Wright, 2009). Consultancy's impacts such as 'knowledge transfer' are also likely to vary by project and consultancy type or role, especially between the now quite rare form of pure 'process' consultancy and the more expert-oriented and rationalistic approaches (Caldwell, 2003;Schein, 1969). Nevertheless, there are some common and familiar uses made of management consultancy which provide the basis of a useful initial framework for considering its impact in general.…”

mentioning

confidence: 99%

Consultancy's Consequences? A Critical Assessment of Management Consultancy's Impact on Management

Sturdy

2011

British J of Management

134

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Much is claimed of management consultancy by critics and celebrants alike. Through shaping and legitimizing ideas and catalysing change, it has impacted on management practice and people's lives more generally. Given the growth of consultancy as an industry and wider activity, few have challenged these views. However, there are good reasons for treating them with some caution. In particular, its impact is exaggerated in geographical scope and confused with that of management ideas in general – consultancy as a scapegoat for management. At the same time, recent changes in both the nature and status of management and of consultancy have rendered traditional boundary distinctions less tenable such that the scope and impact of consultancy may be even greater than is typically assumed. Overall, its impact has been both understated and overstated. I therefore argue for a more cautious and critical approach. This recognizes consultancy as an integral part of management, where its distinctive role lies more in its structural position and ambiguous visibility and accountability than its practices, skills or occupational/professional identity claims. The research agenda thus becomes one of more clearly identifying the consequences of management as well as of consultancy, in part through a consideration of contexts where they are, or were, largely absent.

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“…Therefore, it seems to be important that the discursive space (Pesch, 2015) is facilitated by change agents (Friedmann, 1987;Caldwell, 2003;McCormack et al, 2013;De Kraker, 2017) The concept of social learning is promising in this context, because it takes the diversity of actors, knowledge, perspectives, languages and interests, as a starting point for the creation of new-shared knowledge. The concept of social learning has also been developed to understand processes of social transformation as learning processes.…”

Section: Recommendationsmentioning

confidence: 99%

Reflexively stumbling towards sustainability : understanding social learning in regional governance networks

Sol¹

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Models of Change Agency: a Fourfold Classification

Cited by 175 publications

References 39 publications

Moving from contractor to owner operator: impact on safety culture – a case study

Moving from contractor to owner operator: impact on safety culture – a case study

Consultancy's Consequences? A Critical Assessment of Management Consultancy's Impact on Management

Reflexively stumbling towards sustainability : understanding social learning in regional governance networks

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