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Coherence and complexity: Ambiguity and (mis)understanding across management teams

Beech, P.N.H. and Burt, G. and Cairns, G. (2001) Coherence and complexity: Ambiguity and (mis)understanding across management teams. Strategic Change, 10 (1). pp. 23-35. ISSN 1086-1718

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Abstract

This paper examines the concept of cohesion, little discussed in management literature, and proposes the following: Management action derived from intent towards cohesion may mitigate against the development of organizational cohesion, in that apparent conflict between management intent and action inhibits understanding of organizational intent at senior and middle management level, with the result that the divisive response to the failed drive for unitary cohesion inhibits organizational learning.

Item type: Article
ID code: 4283
Keywords: organisational learning, change management, organisations, Management. Industrial Management
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Graduate School of Business
Strathclyde Business School > Strategy and Organisation
Unknown Department
Depositing user: Strathprints Administrator
Date Deposited: 11 Oct 2007
Last modified: 16 Jul 2013 18:16
URI: http://strathprints.strath.ac.uk/id/eprint/4283

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