Developing organisational change capability
By: OXTOBY, Barrie
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Contributor(s): McGUINESS, Tony | MORGAN, Robert.
Material type: 
ArticlePublisher: 2002Subject(s): Organisational Change | LITT Process | Rover Group | Automotive Industry | Learning | Market Orientation | Organisational PerformanceEuropean Management Journal 20, 3, p. 310-320Abstract: This paper reports the outcome of research into eleven organisations in the UK automotive supply sector, all or which have an acknowledged reputation for their ability to sustain successful change. It describes a 'Listen-Interpret-Translate-Transder' (LITT) process used by a researcher to build an explicit 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 mangers or outside consultants to accelerate the development of 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
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| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This paper reports the outcome of research into eleven organisations in the UK automotive supply sector, all or which have an acknowledged reputation for their ability to sustain successful change. It describes a 'Listen-Interpret-Translate-Transder' (LITT) process used by a researcher to build an explicit 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 mangers or outside consultants to accelerate the development of 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
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