000			01314naa a2200169uu 4500
001			8061019352010
003			OSt
005			20190211163710.0
008			080610s2008 xx ||||gr |0|| 0 eng d
100	1		_aFENTON, Evelyn M _934493
245	1	0	_aVisualising strategic change : _bthe role and impact of process maps as boundary objects in reorganisation
260			_aOxford, UK : _bElsevier, _cApril 2007
520	3		_aBased on an in-depth case study of an organizational change programme within a major UK bank, this paper explores how managers use process maps to facilitate the diffusion of strategy ideas. Process maps legitimise and diffuse strategic change, they are flexible, being able to evolve and incorporate other tools and have the potential to metamorphose into repositories of knowledge, thereby signalling the permanence of the change programme. However, while process maps might be seen as powerful devices, they are also subject to the capabilities of those who use them and contingencies such as the requirement for interim success stories and broader factors of organisational timing, technology and culture
773	0	8	_tEuropean Management Journal _g25, 2, p. 104-117 _dOxford, UK : Elsevier, April 2007 _xISSN 02632373 _w
942			_cS
998			_a20080610 _b1935^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26634 _d26634
041			_aeng