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Erschienen in:
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2018 | OriginalPaper | Buchkapitel

Failure in Organizational Change

verfasst von : Sebastian Kunert, Henning Staar

Erschienen in: Strategies in Failure Management

Verlag: Springer International Publishing

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Abstract

The present contribution deals with failure in organizational change processes. After a brief illustration of various drivers for change, failure at the structural and at the process level are discussed. Two case studies are presented to enrich the discussion. Lessons that can be learned from the failures described in the practical cases are explored. The chapter closes with a discussion of implications in dealing with failure in organizational change.

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Vorheriges Kapitel Introduction
Nächstes Kapitel Failure in Innovation: Is There Such a Thing?
Fußnoten
1
For basic concepts of organizational change see e.g. Cummings and Worley (2009).
 
2
Extracts taken from Alexander, Berthod, Kunert, Salge, & Washington (2015, pp. 67–70).
 
3
Interestingly, such a 3-step-approach exists also in consulting (see Lackner, 2018) and project management (see Kunert & von der Weth, 2018).
 
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Metadaten
Titel
Failure in Organizational Change
verfasst von
Sebastian Kunert
Henning Staar
Copyright-Jahr
2018
Buch
Strategies in Failure Management

Print ISBN: 978-3-319-72756-1

Electronic ISBN: 978-3-319-72757-8

Copyright-Jahr: 2018

DOI
https://doi.org/10.1007/978-3-319-72757-8_2