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The Weight of History: An Exploration of Resistance to Change in Vicars/Managers
School of Management and Economics, Växjö University, Växjö, Sweden.ORCID iD: 0000-0002-2156-680X
2000 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 9, no 3, p. 147-155Article in journal (Refereed) Published
Abstract [en]

What impact do managers have on successful implementation of organisational change? A model is suggested to assess the strength of managers to initiate and implement organisational change and development. The model rests on leadership theories and factors that describe and explain various change aspects of managers’ behaviour. It is assumed that managers who have a change‐centred leadership style, who are intuitive combined with power motivation and see urgent demands for change and development, have an optimal capacity for implementing major changes in their organisations. This model has been tested on a sample of 153 vicars, each facing a radically new situation. The Church of Sweden was disestablished this year breaking a structure, which has lasted for 500 years. As expected, very few of the vicars (as managers) exhibited change and development related behaviour described by the model. In fact, only one percent of the vicars appears to have maximum capacity to implement organisational changes. Whether the model can predict successful implementation of major organisational change remains to be tested.

Place, publisher, year, edition, pages
Wiley-Blackwell Publishing Inc., 2000. Vol. 9, no 3, p. 147-155
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:oru:diva-71614DOI: 10.1111/1467-8691.00167Scopus ID: 2-s2.0-34547235429OAI: oai:DiVA.org:oru-71614DiVA, id: diva2:1280821
Available from: 2019-01-21 Created: 2019-01-21 Last updated: 2019-01-30Bibliographically approved

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Andersen, Jon Aarum

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More styles
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  • de-DE
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  • nn-NO
  • nn-NB
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  • Other locale
More languages
Output format
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  • text
  • asciidoc
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