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 (https://doi.org/10.1002/jsc.497)
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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.
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Item type: Article ID code: 4283 Dates: DateEvent1 March 2001PublishedSubjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management Department: Strathclyde Business School > Graduate School of Business
Strathclyde Business School > Strategy and OrganisationDepositing user: Strathprints Administrator Date deposited: 11 Oct 2007 Last modified: 18 Jun 2024 15:02 URI: https://strathprints.strath.ac.uk/id/eprint/4283