Access the full text.
Sign up today, get DeepDyve free for 14 days.
B. Hedberg (1981)
How Organizations Learn and Unlearn
J. Piaget (1967)
Six Psychological Studies
D. Nees, L. Greiner (1985)
Seeing behind the look-alike management consultantsOrganizational Dynamics, 13
James Wimbiscus (1993)
Improving Performance: How to Manage the White Space on the Organization Chart, by Geary Rummler and Alan Brache. (1990). San Francisco: Jossey-Bass. 227 pp., $31.95 clothHuman Resource Development Quarterly, 4
C. Argyris, Donald Schön (1978)
Organizational Learning: A Theory Of Action Perspective
M. Cooley (1980)
Architect or bee
T. Davenport (1992)
Process Innovation: Reengineering Work Through Information Technology
K. Weick (1969)
The social psychology of organizing
A. Werr (1995)
Approaches, Methods and Tools of Change A Literature Survey and BibliographyEconomic and Industrial Democracy, 16
F. Poulfelt, Adrian Paynee (1994)
Management consultants: Client and consultant perspectivesScandinavian Journal of Management, 10
John Anderson (1980)
Cognitive Psychology and Its Implications
Staffan Furusten (1995)
The Managerial Discourse : A Study of the Creation and Diffusion of Popular Management Knowledge
J. March (1991)
Exploration and Exploitation in Organizational LearningOrganization Science, 2
States that highly structured methods and tools for bringing about organizational change are frequent features in both the management literature and the practice of management consultants. Reports that, in order to understand the nature and popularity of these methods and tools, a study of the availability and use of methods in business process re‐engineering (BPR) projects was carried out in five large consulting companies. Identifies six functions of methods on the basis of this study. Finds that methods play important roles both in the consulting organization and in the consultant’s interaction with the client in the specific change project. Also reveals that common to the identified functions is an ability to store and transfer knowledge, which contributes to the change process interface for clients and consultants. Shows also that consulting companies with very different professional backgrounds have very similar approaches to BPR projects. Identifies and comments on the similarities between these companies’ methods in respect of managing change.
Journal of Organizational Change Management – Emerald Publishing
Published: Aug 1, 1997
Keywords: BPR; Consultants; Management; Organizational learning
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.