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Management science and organisational change: A framework for analysis

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  • Walsham, G

Abstract

The practice of management science involves the need for organisational change and, in this paper, a framework for analysing change is proposed. Emphasis is placed on an understanding of the context and process of change in addition to its content. The framework and associated conceptual elements are illustrated using a case study of the introduction of a material requirements planning system into a manufacturing company. It is concluded that management science research and practice would benefit from more formal analysis of organisational change.

Suggested Citation

  • Walsham, G, 1992. "Management science and organisational change: A framework for analysis," Omega, Elsevier, vol. 20(1), pages 1-9, January.
    • Handle: RePEc:eee:jomega:v:20:y:1992:i:1:p:1-9
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    Cited by:

    1. Choi, Ty, 1995. "Conceptualizing continuous improvement: Implications for organizational change," Omega, Elsevier, vol. 23(6), pages 607-624, December.
    2. Jack R. Meredith, 2001. "Reconsidering the Philosophical Basis of OR/MS," Operations Research, INFORMS, vol. 49(3), pages 325-333, June.
    3. A Morton & D Bird & A Jones & M White, 2011. "Decision conferencing for science prioritisation in the UK public sector: a dual case study," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(1), pages 50-59, January.

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