Getting from Strategy to Action: Processes for Continuous Change

Long Range Planning

Volumn 29, Issue 3, 1996, Pages 278-289

  Morgan Gould, R ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0043093655     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/0024-6301(96)00018-0     Document Type: Article

References (3)

1. These distinctions are introduced in D. Young, Managing for a change - the strategic route to making organizational change sustainable, Multinational Business, No. 2, 8-17 (1991). While I employ his terms, I deviate significantly from the concepts introduced by Mr Young.
2. I draw on the notion of paradigmatic cultures in J. Martin and D. Meyerson, Organizational cultures and the denial, channeling and acknowledgment of ambiguity, In L. R. Pondy, R. J. Boland and H. Thomas (eds), Managing Ambiguity and Change, pp. 93-125, Wiley, New York (1988).
3. From R. Morgan Gould, Time and change: an exploration of time consciousness and its relationship to change agents and their selected strategies for planned change. Unpublished doctoral dissertation (1985).