An integrated framework for managing change in the new competitive landscape
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ArticlePublisher: 2002Subject(s): Change
| Competitive Landscape | Strategy | Organisational Change | Management Objectives | InnovationEuropean Management Journal 20, 2, p. 55-71Abstract: The pace of change experienced by modern business is phenomenal. Businesses today have to abandon many of the principles that have guided gererations of managers, and develop a new set of objectives and rules that will enable them to successfully manage change and guide them to transform into 21st century corporations. Extensive work has been done recently to develop models and frameworks for addressing a variety of the issues associated with organisational change. This paper integrates and advances some of the models and concepts in an effort to develop an all-ecncompassing framework to guide managerial action. Using Scott-Morton's framework as a point of departure and integrating the key management imperatives and change-enanblers of the new competitive landscape, the paper develops an integrative model of organisational change encompassing all parts of the organisation (i.e. strategy, structure, processes and human capital), that seeks to offer managers guidance as to the fundamental factors that need to be considered when planning and implementing change initiatives
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| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The pace of change experienced by modern business is phenomenal. Businesses today have to abandon many of the principles that have guided gererations of managers, and develop a new set of objectives and rules that will enable them to successfully manage change and guide them to transform into 21st century corporations. Extensive work has been done recently to develop models and frameworks for addressing a variety of the issues associated with organisational change. This paper integrates and advances some of the models and concepts in an effort to develop an all-ecncompassing framework to guide managerial action. Using Scott-Morton's framework as a point of departure and integrating the key management imperatives and change-enanblers of the new competitive landscape, the paper develops an integrative model of organisational change encompassing all parts of the organisation (i.e. strategy, structure, processes and human capital), that seeks to offer managers guidance as to the fundamental factors that need to be considered when planning and implementing change initiatives
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