Towards a minimum conceptualisation of ethical organisational change: the platform provided by the "King II" report.

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dc.contributor.author Van Tonder, C.L.
dc.date.accessioned 2008-11-04T09:54:29Z
dc.date.available 2008-11-04T09:54:29Z
dc.date.issued 2006
dc.identifier.citation 4(3), 12-21. en
dc.identifier.uri http://hdl.handle.net/10210/1493
dc.description.abstract Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change “success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices. en
dc.language.iso en en
dc.publisher SA Journal of Human Resource Management en
dc.rights Complies with the rights as specified by the publisher: http://www.sajhrm.co.za/ & http://creativecommons.org/licenses/by-nc-nd/2.5/za/ en
dc.subject Change management en
dc.subject Change en
dc.subject Ethical change en
dc.subject Change practices en
dc.title Towards a minimum conceptualisation of ethical organisational change: the platform provided by the "King II" report. en
dc.type Article en

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