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Stuck in the middle: a case study investigating the gap between top-down and bottom-up change

Paton, Steve and Boddy, David (2007) Stuck in the middle: a case study investigating the gap between top-down and bottom-up change. Journal of General Management, 32 (4). pp. 39-52. ISSN 0306-3070

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Abstract

Few studies have addressed the differing roles that should be adopted by those at the top and bottom of the organisation when implementing change. This empirical ethnographic study within an engineering company concludes that: a multiplicity of top levels must be defined before any role allocation can occur; the role of the top is most important when boundaryshaking activity is required; the role of the change agent must link the top and bottom; and the embodied knowledge at the bottom must be identified and utilised effectively.

Item type: Article
ID code: 5422
Keywords: organisational change, Management. Industrial Management, Business, Management and Accounting (miscellaneous), Strategy and Management
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Strategy and Organisation
Depositing user: Strathprints Administrator
Date Deposited: 21 Feb 2008
Last modified: 04 Sep 2014 16:51
URI: http://strathprints.strath.ac.uk/id/eprint/5422

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