The emotional mechanics of maintaining occupational boundaries between change professionals

Abstract

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings This research paper concentrates on patterns of behavior exhibited by human resource managers and external organizational development practitioners to retain their occupational boundaries. A sense of competitive occupational threat is pervasive and often erodes the value added by both professionals when organizations proceed through change processes, despite the potential for mutually valuable and organizationally beneficial learning opportunities being there for the taking. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.