Understanding the management of change: An overview of managers’ perspectives and assumptions in the 1990s

Wes Siegal; Allan H. Church; Miriam Javitch; Janine Waclawski; Steffani Burd; Michael Bazigos; Ta-Fu Yang; Kate Anderson-Rudolph; W. Warner Burke

doi:10.1108/09534819610150521

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Journal of Organizational Change Management

ISSN: 0953-4814

Online from: 1988

Subject Area: Organization Studies

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Understanding the management of change: An overview of managers’ perspectives and assumptions in the 1990s

Document Information:
Title:	Understanding the management of change: An overview of managers’ perspectives and assumptions in the 1990s
Author(s):	Wes Siegal, (Teachers College, Columbia University, New York, USA), Allan H. Church, (W. Warner Burke Associates, New York, NY, USA), Miriam Javitch, (W. Warner Burke Associates, New York, NY, USA), Janine Waclawski, (W. Warner Burke Associates, New York, NY, USA), Steffani Burd, (Teachers College, Columbia University, New York, USA), Michael Bazigos, (Teachers College, Columbia University, New York, USA), Ta-Fu Yang, (Teachers College, Columbia University, New York, USA), Kate Anderson-Rudolph, (Teachers College, Columbia University, New York, USA), W. Warner Burke, (Teachers College, Columbia University, New York, USA)
Citation:	Wes Siegal, Allan H. Church, Miriam Javitch, Janine Waclawski, Steffani Burd, Michael Bazigos, Ta-Fu Yang, Kate Anderson-Rudolph, W. Warner Burke, (1996) "Understanding the management of change: An overview of managers’ perspectives and assumptions in the 1990s", Journal of Organizational Change Management, Vol. 9 Iss: 6, pp.54 - 80
Keywords:	Behavioural sciences, Managers, Organizational change, Organizational theory
Article type:	Research paper
DOI:	10.1108/09534819610150521 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	Reviews important contemporary theoretical approaches to the understanding and management of change in organizations, and then proposes an alternative framework for integrating the major themes encountered in organizational change management. Reports on results from an assessment instrument measuring agreement with key principles and concepts from this framework. Analyses results for trends indicating differences according to gender, culture, function, level, industry and other demographic and organizational variables. Discusses implications for change agents and human resources professionals.