From change novice to change expert: Issues of learning, development and support

Personnel Review

Volumn 31, Issue 4, 2002, Pages 465-481

  Doyle, Mike ^a  

^a DE MONTFORT UNIVERSITY   (United Kingdom)

Author keywords

Management development; Organizational change; Organizational learning

Indexed keywords

EID: 0036017979     PISSN: 00483486     EISSN: None     Source Type: Journal    
DOI: 10.1108/00483480210430373     Document Type: Article

References (26)

1. The best and worst time for management development
2. Role taking and role switching in organisational change: The four pluralities
3. Individual and organisational strategies for coping with organisational change
4. Trusting me, trusting you: The ethics of employee empowerment
5. The kind of competence for rapid change
6. Empowerment; The power to do what?
7. Managing the change managers: Selecting change agents for high velocity contexts
8. Mixed results, lousy process: Contrast and contradictions in the management experience of change
9. Facilitating individual and organisational change from the inside: The use of internal change agents in the NHS Scotland
10. Researching the role of internal change agents in the management of change
11. The change agent: A taxonomy in relation to the change process
12. Experiencing organisational change: Triggers, processes and outcomes of change journeys
13. Paradox, defense and attachment: Accessing and working with emotions and relations underlying organisational change