Table of contents
Obstacles to effective organizational change: the underlying reasons
Bruce G. Hoag, Hans V. Ritschard, Cary L. CooperOur world abounds with constant, relentless change to the extent that most people no longer have an open mind about it. Unequivocally, they want it to stop. Many organizations…
A framework for transformational change in organisations
Judith Ann ChapmanThis article presents a framework for planned change processes that are transformational in nature. The framework provides a clear alternative to traditional approaches in…
Transforming an old economy company into a new economy success: the case of NTT DoCoMo
Mitsuru KodamaUses a case study to discuss factors for success in the course of achieving strategic innovation in the mobile Internet business field, specifically in the creation of new markets…
Clarifying inspirational motivation and its relationship to extra effort
Iain L. DenstenThis study investigated the validity of inspirational motivation as measured by the multifactor leadership questionnaire (MLQ). Two new factors were identified, namely image‐based…
Cigars, whiskey, and winning: a qualitative analysis of Kaltman’s analysis of General Ulysses S. Grant’s leadership
Gerry LarssonA model of successful leadership was developed using a qualitative research method in a reanalysis of Kaltman’s analysis of General Ulysses S. Grant’s leadership. The model rests…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys