Br J Management volume 17, issue S1, PS81-S103 2006 DOI: 10.1111/j.1467-8551.2006.00480.x
Marie H. Kavanagh, Neal M. Ashkanasy
Abstract:

ABSTRACTThis article reports a longitudinal study that examined mergers between three large multi-site public-sector organizations. Both qualitative and quantitative methods of analysis are used to examine the effect of leadership and change management strategies on acceptance of cultural change by individuals. Findings indicate that in many cases the change that occurs as a result of a merger is imposed on the leaders themselves, and it is often the pace of change that inhibits the successful re-engineer…

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