Developing international organizational change theory using cases from China
Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review
Author(s)
Related Research Unit(s)
Detail(s)
| Original language | English |
|---|---|
| Pages (from-to) | 459-499 |
| Journal / Publication | Human Relations |
| Volume | 62 |
| Issue number | 4 |
| Publication status | Published - Apr 2009 |
Link(s)
Abstract
This article contributes to international theory development by examining organizational change (OC) in mainland China. Eight case studies of a single type of OC, business process re-engineering (BPR), reveal that Chinese organizations diverged consistently from initially planned changes. Change context is found to influence not only the process of change, but also the content and even the objectives of change. Since specific practices carry implicit values, the congruence with existing values influences OC implementation significantly. Multinational organizations must recognize that a specific practice or policy can represent very different changes in different contexts. Copyright © 2009 The Tavistock Institute.
Research Area(s)
- Case studies, Chinese management, Comparative management, Institutional theory, Organizational change
Citation Format(s)
Developing international organizational change theory using cases from China. / Hempel, Paul S.; Martinsons, Maris G.
In: Human Relations, Vol. 62, No. 4, 04.2009, p. 459-499.
In: Human Relations, Vol. 62, No. 4, 04.2009, p. 459-499.
Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review
