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Developing an Understanding of Theory in Organisational Change

Published online by Cambridge University Press:  18 September 2015

Lindsay Nelson
Lindsay Nelson*
Affiliation:
University of Tasmania, School of Management, University of Tasmania, GPO Box 252-16, Australia, Phone: +61 3 6226 7687, Fax: +61 3 6226 2808, Email: [email protected]
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Extract

Management literature related to globalisation and the need for organisations to gain a competitive advantage has grown in prominence over the past two decades (Caves 1982; Porter 1985, 1990, 1991, 1998; Barney 1995; Peteraf 1993; Barner 1996; Duncan, Ginter & Swayne 1998; Thomas, Pollock & Gorman 1998; Zahra 1998; Zahra & O'Neil, 1998; Gupta & Govindarajan 2001). Concomitant with globalisation and competitive advantage are issues related to achieving successful organisational change, since it logically holds that any activity to increase an organisation's effectiveness necessarily involves some sort of change. Much of the research attention in the past has focussed on strategies for implementing change, including overcoming resistance, rather than developing theories which lead to a greater understanding of the processes of change. Early research (Coch & French 1948; Ginzberg & Reilly 1957; Lewin 1951) reflect the historical concentration on how best to implement change; this tradition is more recently exemplified by Carnall (1999) who examines practical techniques for achieving change in organisations. However, literature relating to the theory of change remains fragmented and inconclusive.

Type
Research Article
Information
Journal of Management & Organization , Volume 8 , Issue 1 , 2002 , pp. 32 - 43
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2002

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