Emergent change and planned change - competitors or allies? The case of XYZ construction
Emergent change and planned change - competitors or allies? The case of XYZ construction
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DOI：
10.1108/01443570410552108
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发表时间：
2004-01-01
影响因子：
9.9
通讯作者：
Burnes, B
中科院分区：
文献类型：
--
作者：
Burnes, B
在一个快速发展和不可预测的世界中，毫无疑问，组织变革是组织面临的最重要问题之一。尤其是这样，据称有超过60％的变更项目被认为是失败的。因此，毫不奇怪，关于过去20年来最好的改变方法也有很多争论，新兴的方法似乎已经取代了计划中的方法是最合适的方法。但是，正如本文所论证的那样，计划和紧急变化是竞争的方法而不是补充的想法。本文着眼于XYZ Construction的案例，在1996年至2000年之间，使用了新兴和计划的方法来改变自己的论文，该论文得出的结论是，组织需要避免寻求一种“一种最佳方法”方法来改变，而是寻求识别该方法根据组织的背景，这最适合他们希望进行的两种更改。
In a fast-moving and unpredictable world, there can be little doubt that organizational change is one of the most important issues facing organizations. This is especially so, when it is claimed that over 60 per cent of all change projects are considered to fail. Not surprisingly, therefore, there is also much debate about which approach to change is the best Over the past 20 years, the emergent approach appears to have superseded the planned approach as the most appropriate. However, as this paper will argue, the idea that planned and emergent changes are competing approaches, rather than complementary, is contestable. This paper looks at the case of XYZ construction which, between 1996 and 2000, used both emergent and planned approaches to transform itself The paper concludes that organizations need to avoid seeking an "one best way" approach to change and instead seek to identify the approach which is best suited to both type of changes they wish to undertake, according to the organization's context.