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The paradoxes of new managers as levers of organizational change
Author(s) -
Rieple Alison
Publication year - 1997
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199707)6:4<211::aid-jsc302>3.0.co;2-r
Subject(s) - organizational change , management , change management (itsm) , lever , senior management , business , managing change , public relations , organisational change , operations management , psychology , process management , marketing , political science , economics , engineering , mechanical engineering , lean manufacturing
A qualitative study of the senior management team within a single company, a British PLC. The aims of the research were to understand the complex processes involved in the management of a significant change programme. The new chief executive recruited a number of other new staff to be a major lever for change. A number of paradoxes or managerial dilemmas emerged from this. The benefits and disadvantages of using new staff to effect change are examined. © 1997 John Wiley & Sons, Ltd.