Developing organisational change capability

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dc.contributor.author Oxtoby, Barrie
dc.contributor.author McGuinness, Tony
dc.contributor.author Morgan, Robert
dc.date.accessioned 2008-11-10T12:37:53Z
dc.date.available 2008-11-10T12:37:53Z
dc.date.issued 2002-04-07
dc.identifier.citation Oxtoby , B , McGuinness , T & Morgan , R 2002 , ' Developing organisational change capability ' European Management Journal , vol 20 , no. 3 , pp. 310-320 . en
dc.identifier.issn 0263-2373
dc.identifier.other PURE: 83060
dc.identifier.other dspace: 2160/997
dc.identifier.uri http://hdl.handle.net/2160/997
dc.description Oxtoby, B.; McGuinness, T.; and Morgan, R. (2002). Developing organisational change capability. European Management Journal. 20(3), pp.310-320 RAE2008 en
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
dc.format.extent 11 en
dc.language.iso eng
dc.relation.ispartof European Management Journal en
dc.title Developing organisational change capability en
dc.type Text en
dc.type.publicationtype Article (Journal) en
dc.identifier.doi http://dx.doi.org/10.1016/S0263-2373(02)00047-6
dc.contributor.institution Aberystwyth University en
dc.contributor.institution Centre for Research in Marketing en
dc.description.status Peer reviewed en


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