The need for a systemic approach to change management - A case study

Systemic Practice and Action Research

Volumn 17, Issue 2, 2004, Pages 103-126

  Cao, Guangming ^a   Clarke, Steve ^b   Lehaney, Brian ^c  

^a UNIVERSITY OF ULSTER   (United Kingdom)

^b UNIVERSITY OF HULL   (United Kingdom)

^c Institute for Clean Growth and Future Mobility   (United Kingdom)

Author keywords

Case study; Change management; Pattern matching; Systems thinking

Indexed keywords

EID: 3843132012     PISSN: 1094429X     EISSN: None     Source Type: Journal    
DOI: 10.1023/B:SPAA.0000018906.16607.cc     Document Type: Article

References (41)

1. Ackoff, R. L., and Pourdehnad, J. (1997). The irresponsibility and ineffectiveness of downsizing. Syst. Pract. 10, 5-11.
2. Beer, M., and Nohria, N. (2000). Cracking the code of change. Harv. Bus. Rev. 78(3), 133-141.
3. Brown, M. (1996). A framework for assessing participation. In Flood, R. L., and Romm, N. R. A. (eds.), Critical Systems Thinking: Current Research and Practice, Plenum, New York, pp. 195-212.
4. Burnes, B. (1996). Managing Change, Pitman, London.
5. Cao, G. (2001). Systems Thinking and Managing organizational Change, PhD Thesis, The University of Luton, Luton, Bedfordshire, UK.
6. Cao, G., Clarke, S., and Lehaney, B. (1999). Toward systemic management of diversity in organizational change. Strateg. Manage. 8, 205-216.
7. Cao, G., Clarke, S., and Lehaney, B. (2000). A systemic view of organizational change and TQM. The TQM Mag. 12, 186-193.
8. Cao, G., Clarke, S., and Lehaney, B. (2001). A critique of BPR from a holistic perspective. Bus. Process Manage. J. 7(4), 332-339.
9. Cao, G., Clarke, S., and Lehaney, B. (2003). Diversity management in organizational change: Toward a systemic framework. Syst. Pract. Behav. Sci. 20(3), 231-242.
10. Churchman, C. (1971). The Design of Inquiring Systems, Basic Books, New York.
11. Churchman, C. (1979). The Systems Approach and Its Enemies, Basic Books, New York.
12. Clarke, S. A., and Lehaney, B. (1995). The problems of change to a semester-based modular teaching scheme. Innov. Learn. Educ. 1, 39-45.
13. Collins, D. (1996). New paradigms for change? Theories of organization and the organization of theories. J. Organ. Change Manage. 4, 9-23.
14. DeLisi, P. S. (1990). Lessons from the steel axe: Culture, technology, and organizational change. Sloan Manage. Rev. 32(1), 83-93.
15. Flood, R. L. (1995a). Solving Problem Solving, Wiley, Chichester, UK.
16. Flood, R. L. (1995b). Total systems intervention (TSI): A reconstitution. J. Oper. Res. Soc. 46, 174-191.
17. Flood, R. L. (1996). Total systems intervention: Local systemic intervention. In Flood, R. L., and Romm, N. R. A. (eds.), Critical Systems Thinking: Current Research and Practice, Plenum, New York, pp. 95-115.
18. Flood, R. L., and Jackson, M. C. (1991). Creative Problem Solving: Total Systems Intervention, Wiley, Chichester, UK.
19. Genus, A. (1998). The Management of Change: Perspectives and Practice, International Thomson Business Press, Oxford.
20. Gummesson, E. (1991). Qualitative Methods in Management Research, Sage, London.
21. Jackson, M. (2000). Systems Approaches to Management, Kluwer Academic, Norwell, MA.
22. John, D. (1994). The strategy for expansion, 1989-93. In Wood, T., and Bunker, S. (compiled), A Hatful of Talent: The Founding of the University of Luton, University of Luton Press, London, pp. 73-90.
23. Kotter, J. P. (1995). Leading change: Why transformation effort fail. Harv. Bus. Rev. 73(2), 59-67.
24. Midgley, G. (1992). The sacred and profane in critical systems thinking. Syst. Pract. 5, 5-16.
25. Midgley, G. (1997). Critical systems criteria for evaluating interventions. In Stowell et al. (eds.), Systems for Sustainability, Plenum, New York, pp. 339-344.
26. Miles, M. B., and Huberman, A. M. (1994). Qualitative Data Analysis: An Expanded Sourcebook, Sage, London.
27. Morgan, G. (1997). Images of organization, New Edition of the International Best-Seller, Sage, London.
28. Pugh, D., Hickson, D., and Hinings, C. (1969a). An empirical taxonomy of structures of work organization. Adm. Sci. Q. 14, 115-126.
29. Pugh, D., Hickson, D., Hinings, C., and Turner, C. (1969b). The context of organization structures. Adm. Sci. Q. 14, 91-114.
30. Siegal, W., Church, A. H., Javitch, M., Waclawski, J., Burd, S., Bazigos, M., Yang, T., Anderson-Rudolph, K., and Burke, W. W. (1996). Understanding the management of change: An overview of managers' perspectives and assumptions in the 1990s. J. Organ. Change Manage. 9(6), 54-80.
31. Spector, B., and Beer, M. (1994). Beyond TQM programs. J. Organ. Change Manage. 7(2), 63-70.
32. Stanton, S., Hammer, M., and Power, B. (1993). Reengineering: Getting everyone on board. I.T. Mag. 25 (4), 22-27.
33. Stebbins, M. W., Shani, A. B., Moon, W., and Bowles, D. (1998). Business process reengineering at Blue Shield of California: The integration of multiple change initiatives. J. Organ. Change Manage. 11(3), 216-232.
34. Strebel, P. (1996). Why do employees resist change? Harv. Bus. Rev. 74(3), 86-92.
35. Thompson, J. (1967). Organizations in Action, McGraw-Hill, New York.
36. Ulrich, W. (1983). Critical Heuristics of Social Planning: A New Approach to Practical Philosophy, Haupt, Berne, Switzerland.
37. White, R. F., and Jacques, R. (1995). Operationalizing the postmodernity construct for efficient organizational change management. J. Organ. Manage. 8(2), 45-71.
38. Wood, T. (1994a). A polytechnic lost: A university gained. In Wood, T., and Bunker, S. (compiled), A Hatful of Talent: The Founding of the University of Luton, University of Luton Press, London, pp. 65-72.
39. Wood, T. (1994b). The strategy for independence, 1987-89. In Wood, T., and Bunker, S. (compiled), A Hatful of Talent: The Founding of the University of Luton, University of Luton Press, London, pp. 53-64.
40. Woodward, J. (1965). Industrial Organization: Theory and Practice, Oxford University Press, London.
41. Yin, R. (1994). Case Study Research: Designs and Methods, Sage, London.