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"Organisational transformation": wavering on the edge of ambiguity.

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dc.contributor.author Van Tonder, C.L.
dc.date.accessioned 2008-11-04T09:54:19Z
dc.date.available 2008-11-04T09:54:19Z
dc.date.issued 2004
dc.identifier.citation 30(3), 53-64. en
dc.identifier.uri http://hdl.handle.net/10210/1492
dc.description.abstract Organisational transformation has become one of the most used change concepts of our time, but researchers and practitioners seldom pause to consider the meaning of this concept more explicitly. The meaning parameters of organisational transformation are explored from within the prevailing literature and considered in terms of the results of a qualitative study of limited scope conducted among managers of a local government institution. Both the literature and the findings of the study reveal substantial variation in the meaning of transformation, which is considered undesirable for change management practices. The implications of the study are briefly indicated. en
dc.language.iso en en
dc.publisher SA Journal of Industrial Psychology en
dc.rights Complies with the rights as specified by the publisher: http://www.sajip.co.za/ & Copyright University of Johannesburg en
dc.subject Organisational transformation en
dc.subject Change management en
dc.subject Change management practices en
dc.title "Organisational transformation": wavering on the edge of ambiguity. en
dc.type Article en


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    Collection of Articles generated by the Department of Human Resource Management

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