Difference between revisions of "Change related"
From Management Letters
Ustaudinger (talk | contribs) |
Ustaudinger (talk | contribs) |
||
| Line 7: | Line 7: | ||
Weick and Quinn draw on patterns by Dunphy (1996) that are generally found in any comprehensive theory of change. | Weick and Quinn draw on patterns by Dunphy (1996) that are generally found in any comprehensive theory of change. | ||
| + | |||
| + | == Transformational change == | ||
| + | |||
| + | Transformational Change alters people's values and attitudes (from a thesis) (Bartunek, 1988; Golembiewski, 1976; Chapman, 2002). | ||
| + | |||
| + | |||
| + | Arya (2012) talks about sustainability of transformational change | ||
Revision as of 15:23, 11 October 2019
From https://onlinelibrary-wiley-com.liverpool.idm.oclc.org/doi/pdf/10.1111/1464-0597.00120
Weick and Quinn (1999) presents a detailed comparison of two different models of organisational change. They distinguish between change that is (1) episodic, discontinuous, and intermittent, and (2) change that is continuous, evolving, and incremental.
Weick and Quinn draw on patterns by Dunphy (1996) that are generally found in any comprehensive theory of change.
Transformational change
Transformational Change alters people's values and attitudes (from a thesis) (Bartunek, 1988; Golembiewski, 1976; Chapman, 2002).
Arya (2012) talks about sustainability of transformational change
