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Making organizational change stick: leadership reality checks

Clinton O. Longenecker (Stranahan Professor of Leadership and Organizational Excellence, in the College of Business Administration, University of Toledo, Toledo, Ohio, USA.)
Melissa L. Rieman (Graduate Research Assistant, in the College of Business Administration, University of Toledo, Toledo, Ohio, USA.)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 28 August 2007

1930

Abstract

Purpose

With organizations trying to compete on a global scale, they are constantly putting energy and resources into performance improvement and change initiatives. The purpose of this research is to make it clear that sustaining performance improvement and making change stick is a truly challenging component for most enterprises.

Design/methodology/approach

The paper identifies three key factors that have strong implications on development and learning in organizations dealing with this subject. This paper discusses how to make sure that improvement is real, avoiding declaring success prematurely and leading so as to make change stick.

Findings

The paper discusses the factors and from these are found some specific actions for business leaders serious about real change and improvement.

Originality/value

The paper provides useful information for business leaders who are serious about real change and improvement.

Keywords

Citation

Longenecker, C.O. and Rieman, M.L. (2007), "Making organizational change stick: leadership reality checks", Development and Learning in Organizations, Vol. 21 No. 5, pp. 7-10. https://doi.org/10.1108/14777280710779418

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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