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Developing Organisational Change Capability

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  • Oxtoby, Barrie
  • MGuiness, Tony
  • Morgan, Robert
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    Abstract

    This paper reports the outcome of research into eleven organisations in the UK automotive supply sector, all of which have an acknowledged reputation for their ability to sustain successful change. It describes a 'Listen - Interpret -Translate - Transfer' (LITT) process used by a researcher to build an explicit model of change, based on the often only implicit experience of these organisations. In addition the LITT process is used finally to establish each organisation's ownership of the explicit model. The paper argues that the process-model symbiosis used in the research and described here can be used by internal managers or outside consultants to accelerate the development of organisational change capability in any organisation. Organisational change capability is regarded in this study as generic to all the other dynamic capabilities embedded in an organisation, and as essential if a dynamically stable organisation is successfully to operate any of the other dynamic capabilities around which it is structured.

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    Bibliographic Info

    Article provided by Elsevier in its journal European Management Journal.

    Volume (Year): 20 (2002)
    Issue (Month): 3 (June)
    Pages: 310-320

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    Handle: RePEc:eee:eurman:v:20:y:2002:i:3:p:310-320

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    Related research

    Keywords: Organisational Change LITT Process Rover Group Automotive Industry Learning Market Orientation Organisational Performance;

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    Cited by:
    1. Halkos, George, 2012. "Importance and influence of organizational changes on companies and their employees," MPRA Paper 36811, University Library of Munich, Germany.
    2. Eriksson, Taina & Nummela, Niina & Saarenketo, Sami, 2014. "Dynamic capability in a small global factory," International Business Review, Elsevier, vol. 23(1), pages 169-180.
    3. Judge, William Q. & Elenkov, Detelin, 2005. "Organizational capacity for change and environmental performance: an empirical assessment of Bulgarian firms," Journal of Business Research, Elsevier, vol. 58(7), pages 893-901, July.
    4. Duysters, G.M. & Heimeriks, K.H. & Jurriens,J., 2003. "Three Levels of Alliance Management," Working Papers 03.20, Eindhoven Center for Innovation Studies.
    5. Glover, Wiljeana J. & Farris, Jennifer A. & Van Aken, Eileen M. & Doolen, Toni L., 2011. "Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study," International Journal of Production Economics, Elsevier, vol. 132(2), pages 197-213, August.

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