Abstracts - faqs.org

Abstracts

Social sciences

Search abstracts:
Abstracts » Social sciences

Vision: Friend or foe during change?

Article Abstract:

Vision traditionally regarded as an asset to the success of organizational change, was misattributed as the source of hindrance by Landau Drori, and Porras in 'Vision Change in a Governmental R&D Organization: The Pioneering Legacy as an Enduring Element'. It is clarified that they have collapsed the effects of psychological ownership and attachment to organizational identity with vision and their assertion that conflict during change is necessarily dysfunctional and thus a hindrance to change.

Author: Pasmore, William A., Ford, Jeffery D.
Publisher: Sage Publications, Inc.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2006
Conflict management

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Vision change in a governmental R&D organization: The pioneering legacy as an enduring element

Article Abstract:

An attempt is made to demonstrate how a defense R&D organization wishing to deal effectively with a changing reality developed a vision that accommodated somewhat contradictory sets aspirations and goals. This new perspective dictates the careful scrutiny of the circumstances under which vision might influence change in enabling as well as disabling ways.

Author: Drori, Israel, Landau, Dana, Porras, Jerry
Publisher: Sage Publications, Inc.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2006
Research & Development, Scientific Research and Development Services, Management dynamics, Research & Development NEC, Management, Research institutes, Company business management

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Interpreting the impact of culture on structure: the role of change processes

Article Abstract:

The framing concepts of organizational culture and structure are presented and the different frameworks are used to examine how cultures and structures can be created through single-, double-, and triple-loop processes. A case study of multinational office staffed by members of two distinct national cultures is presented.

Author: Walsh, Kate
Publisher: Sage Publications, Inc.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2004
Personnel administration, Multinational Corporations, Human resource management, International business enterprises, Company personnel management, Multiculturalism

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Subjects list: United States, Evaluation, Organizational change
Similar abstracts:
  • Abstracts: Information processing style and decision making. Promoting a more generative and sustainable organizational science
  • Abstracts: Gender differences in supervisory authority: Variation among advanced industrialized democracies. Externalizing employment: flexible-staffing arrangements in US organizations
  • Abstracts: Coping with environmental pressures: public research organizations responses to funding crises. Impact of the length of relationships upon the use of research institutes by SMEs
  • Abstracts: Licensing as a commercialization strategy for new technology-based firms. Technological change and network dynamics. Lessons from the pharmaceutical industry
  • Abstracts: Measuring emerging categories of innovation: Modularity and business model. Dynamic technological learning trends in Turkish manufacturing industries
This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.
Some parts © 2025 Advameg, Inc.