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    Can organizational change be planned and controlled? Evidence from Russian companies


    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

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    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:

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