Changing Managerial Beliefs: Toward a Conversion Model

Abstract

In recent years organizations have had to make radical changes to adapt to rapidly changing environments. At the same time there has been a growing skepticism among organizational participants regarding the real motivation for the changes introduced by the organization. This has created an environment in which top management find it difficult to implement change. In this paper we explore a different approach to change management: the conversion model. This model views organizations as moral systems. We argue that for radical organizational change, the conversion model is more likely to lead to successful implementation than other models