Change:Who killed change? Reconsidering the relationship between projects and change

Dalcher, Darren (2018) Change:Who killed change? Reconsidering the relationship between projects and change. In: Managing Projects in a World of People, Strategy and Change. Taylor and Francis, pp. 147-151. ISBN 9781138326637

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Abstract

Society is full of potential change agents agitating for improvement, enhancement and further development. Aspirant initiatives range from improving public services, reforming government and available services and engaging younger voters in politics, to the transformation of organisations, the successful implementation of mergers and acquisitions and the development of digital presence, experiences and perspectives to corporate life, social communities and consumer behaviours. Yet, while change is ubiquitous to thriving societal and organisational life, change initiatives continue to flounder at an alarming rate. The poor success rate of change initiatives has intrigued change management and organisational psychology research - ers and practitioners for over half a century. This chapter focuses on some of the leading insights into change management and its successful adoption.

Item Type: Contribution in Book/Report/Proceedings
Uncontrolled Keywords: /dk/atira/pure/subjectarea/asjc/1400
Subjects:
Departments: Lancaster University Management School > Management Science
ID Code: 137897
Deposited By: ep_importer_pure
Deposited On: 21 Oct 2019 11:55
Refereed?: No
Published?: Published
Last Modified: 01 Jan 2020 11:00
URI: https://eprints.lancs.ac.uk/id/eprint/137897

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