November 1994
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13 Reads
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2 Citations
Public Administration Review
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November 1994
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13 Reads
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2 Citations
Public Administration Review
November 1993
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17 Reads
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15 Citations
Academy of Management Perspectives
Executive Overview After reading in this issue of AME “Hubble error: Time, money and millionths of an inch,” we expected that many readers would want to try to understand what happened and why. Anticipating this reaction, we asked prominent management scholars and consultants for their comments. What follows is a first installment. Editor
September 1993
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183 Reads
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657 Citations
Contemporary Sociology A Journal of Reviews
February 1993
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11 Reads
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3 Citations
Frontiers of Health Services Management
November 1992
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8 Reads
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1 Citation
Contemporary Sociology A Journal of Reviews
January 1992
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257 Reads
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589 Citations
December 1984
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1 Read
Human Resource Management
July 1980
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26 Reads
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85 Citations
The Journal of Applied Behavioral Science
22 Reads
1,066 Reads
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152 Citations
Propuesta y revisión panorámica de los procesos de cambio organizacional. Contenido: 1. Los tres grandes: un modelo de cambio. 2. Organizaciones y ambientes en movimiento: naturaleza y profundidad de las presiones de cambio. 3. Adecuar o crear el ambiente: cambio macroevolucionario. 4. Crecimiento y madurez: cambio microevolucionario. 5. Poder y política: cambio revolucionario. 6. Cambio en forma, formas de cambio. 7. Restructuración y redefinición de límites: cambio de identidad. 8. Coordinación y cultura de cambio. 9. Control del cambio. 10. Los retos de la ejecución: roles y tareas en el proceso de cambio. 11. Estrategias de cambio. 12. Implementación del cambio. 13. Destinatarios del cambio y 14. ¿Dónde empezar?.
... Lewin's (1947) model of planned change, discussed later in the following section, is a prime example of such a model of change. In contrast, the emergent approach suggests that the change is so rapid that it is impossible for senior managers effectively to identify, plan and implement the necessary organisational responses (Kanter et al., 1992;Bamford & Forrester, 2003). Rather than a series of linear events, the emergent approach perceives change as a continuous, open-ended process of adaptation to changing circumstances and conditions (Burnes, 1996(Burnes, , 2004Dawson, 1994). ...
September 1993
Contemporary Sociology A Journal of Reviews
... stated findings on human failure are applied to organizational improvement initiatives, like quality improvement and preventive maintenance programs. The system thinking analyses and simulation runs highlight two different levels of human failure—i.e. (stage 1) planning and design of the sociotechnical-environment and (stage 2) on-line operations. Stein & Kanter (1993) analyze the Hubble fiasco, which exhibits some similarities to the stage 1 of human failure of the Chernobyl accident. They find that the Hubble fiasco is not " at its most fundamental level, a story about bad or even misguided people doing bad things; it's a story about good people doing bad things. " (Stein and Kanter 1993: 60). Accor ...
November 1993
Academy of Management Perspectives
... A new CEO was appointed in 2006, whose focus was to build on the Corporation's capability to demonstrate excellence in its performance (managing change, Kanter et al., 1992). Along with the recruitment of a new CEO was the development of an operating model to deliver on strategic priorities and provide a better service to customers. ...
January 1992
... Next, as the second point, this author would like to discuss the differences between SCs and existing traditional organizational theory as described by Duncan (1972Duncan ( , 1973 and Stein and Kanter (1980). A number of pioneering studies have been made in the past concerning the forms of organizations that would be ideal for routine work (methods of mass production, for instance) focusing on creative innovation and efficiency. ...
Reference:
The Strategic Community-Based Firm
July 1980
The Journal of Applied Behavioral Science
... La mise en place du niveau 1 entraîne donc généralement un questionnement profond sur l'identité de l'agence et celle de sa production. (Mintzberg, Waters 1985) Adéquation entre la stratégie de changement et les ressources de l'organisation (Mintzberg, Waters 1985) Mesure et vérification des résultats associés au changement (Kanter, Stein, Jick 1992) Mise en place de récompenses (Kanter, Stein, Jick 1992) Annexe 2. Analyse des études sur l'adoption du BIM ...
... The role of the leader as a champion and change agent is a popular theme in both the academic and practitioner-oriented healthcare transformation literature (cf., Kohles, Baker & Donoho, 1995;Freed, 1998). Stein & Kanter (1993) argue that it is essential for leaders to establish 'the long view' in transformation efforts by understanding system dynamics and interconnecting relationships, being committed to creating value, playing fairly with all stakeholders, and engendering the trust of others in the organization. Meyer (1993) expands this notion, contending that successful leadership in times of transformation requires an action orientation, accountability for results, and a willingness to take risks. ...
February 1993
Frontiers of Health Services Management