Andreeva, Tatiana
(2008)
Can organizational change be planned and controlled? Evidence from
Russian companies.
Human Resource Development International, 11 (2).
pp. 119-134.
ISSN 1367-8868
Abstract
This study explores limits of applicability of a planned change approach in Russian
companies. The data on change management programmes in 59 Russian companies of
various industries, regions and sizes was gathered with the help of questionnaires filled
by management consultants. The study found that resulted changes often did not
coincide with initial plans of change agents. Two groups of organizational elements were
identified: ‘uncontrollable’ (those elements that changed outside of the planned change)
and ‘unmanageable’ (those elements that did not change despite forming part of the
planned change). The findings also indicate that the efficiency of the change programme
was unaffected by whether the change programme plans were executed or not. The
results suggest that the applicability of a planned change approach is dependent upon
the organizational elements at which change interventions are targeted and that change
content has to be incorporated into contingency models of change.
| Item Type: |
Article
|
| Additional Information: |
The definitive published version of this article is available at DOI: 10.1080/13678860801932923 |
| Keywords: |
planned change model; contingency approach; Russia; empirical data; |
| Academic Unit: |
Faculty of Social Sciences > School of Business |
| Item ID: |
7051 |
| Identification Number: |
https://doi.org/10.1080/13678860801932923 |
| Depositing User: |
Tatiana Andreeva
|
| Date Deposited: |
24 Mar 2016 16:10 |
| Journal or Publication Title: |
Human Resource Development International |
| Publisher: |
Taylor & Francis |
| Refereed: |
Yes |
| URI: |
|
| Use Licence: |
This item is available under a Creative Commons Attribution Non Commercial Share Alike Licence (CC BY-NC-SA). Details of this licence are available
here |
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