Advanced Search
Journal search
Journal cover: Learning Organization, The

Learning Organization, The

ISSN: 0969-6474

Online from: 1994

Subject Area: Organization Studies

Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues


Previous article.Icon: Print.Table of Contents.Next article.Icon: .

A case study in organisational change: implications for theory

Document Information:
Title:A case study in organisational change: implications for theory
Author(s):Lindsay Nelson, (Lindsay Nelson is Head of School of Management, University of Tasmania, Hobart, Tasmania, Australia.)
Citation:Lindsay Nelson, (2003) "A case study in organisational change: implications for theory", Learning Organization, The, Vol. 10 Iss: 1, pp.18 - 30
Keywords:Management attitudes, Modelling, Organizational change
Article type:Case study
DOI:10.1108/09696470310457478 (Permanent URL)
Publisher:MCB UP Ltd
Abstract:Organisational change is typically conceptualised as moving from the status quo to a new, desired, configuration to better match the environment. Change could, therefore, be seen as a departure from the norm, or alternatively as normal and simply a natural response to environmental and internal conditions. Static models of organisations are being displaced by dynamic models, which reflect the discontinuous nature of organisational change. Developments in theory suggest limitations to contingency approaches, which carry the assumptions of static models of change. Analysis of this case at PowerCo in Australia reveals a number of issues related to changes aimed at achieving a more commercial, profit-oriented, focus. Points out that the contextualist approach is holistic, in which these aspects interact with each other as change unfolds temporally. A contextualist framework permits models of change to be visualised as dynamic rather than static, having a temporal setting which has multiple causes acting as loops rather than simple lines. This enables change to be understood as a discontinuous phenomenon having the benefits, without the limitations, of rational contingency models.

Fulltext Options:



Existing customers: login
to access this document


- Forgot password?
- Athens/Institutional login



Downloadable; Printable; Owned
HTML, PDF (221kb)

Due to our platform migration, pay-per-view is temporarily unavailable.

To purchase this item please login or register.


- Forgot password?

Recommend to your librarian

Complete and print this form to request this document from your librarian

Marked list

Bookmark & share

Reprints & permissions