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
Full text not available in this repository. (Request a copy from the Strathclyde author)Official URL: http://dx.doi.org/10.1002/jsc.497
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 > Management Unknown Department |
| Related URLs: | |
| Depositing user: | Strathprints Administrator |
| Date Deposited: | 11 Oct 2007 |
| Last modified: | 04 Oct 2012 12:01 |
| URI: | http://strathprints.strath.ac.uk/id/eprint/4283 |
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