Show simple item record Barrie en_US Tony en_US Robert en_US 2008-11-10T12:37:53Z 2008-11-10T12:37:53Z 2002-04-07 en_US
dc.identifier en_US
dc.identifier.citation Oxtoby , B , McGuinness , T & Morgan , R 2002 , ' Developing organisational change capability ' European Management Journal , vol 20 , no. 3 , pp. 310-320 . , 10.1016/S0263-2373(02)00047-6 en_US
dc.identifier.other PURE: 83060 en_US
dc.identifier.other dspace: 2160/997 en_US
dc.description.abstract This paper reports the outcome of research into eleven organisations in the UK automotive supply sector, all of which have an acknowledged reputation for their ability to sustain successful change. It describes a ‘Listen – Interpret –Translate – Transfer’ (LITT) process used by a researcher to build an explicit model of change, based on the often only implicit experience of these organisations. In addition the LITT process is used finally to establish each organisation’s ownership of the explicit model. The paper argues that the process–model symbiosis used in the research and described here can be used by internal managers or outside consultants to accelerate the development of organisational change capability in any organisation. Organisational change capability is regarded in this study as generic to all the other dynamic capabilities embedded in an organisation, and as essential if a dynamically stable organisation is successfully to operate any of the other dynamic capabilities around which it is structured. en_US
dc.format.extent 11 en_US
dc.relation.ispartof European Management Journal en_US
dc.title Developing organisational change capability en_US
dc.contributor.pbl Aberystwyth University en_US
dc.contributor.pbl Centre for Research in Marketing en_US

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