Year-end Sale % OFF 
Abstract
Abstract The paper examines the findings from longitudinal case study work conducted in the 1992–95 period in two organizations in the United Kingdom insurance and health care sectors. The study highlights the many cultural, political, and technical issues that emerge in the strategy and implementation of large-scale radical re-engineering projects. The radical re-engineering perspective and model for change presented by Hammer and Champy (1993) are compared against empirical findings. These suggest that the Hammer and Champy advice contains many limitations. The cases show the specific circumstances in which radical re-engineering can be effective in managerial terms, but also point to conditions under which a unitary perspective on the organization often cannot address adequately many critical political and cultural issues. Moreover the case histories point to (1) the dangers of an over-reliance on a methodological holism that can be rarely delivered on in complex large-scale organizations, given the scale of change envisaged; and (2) the difficulties engendered by overemphasizing the need for transformation and “starting again”, and downplaying the role of history and continuity in both the study and management of organizational change.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: European Journal of Work and Organizational Psychology
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
