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Essay / Research Paper Abstract
This 4 page paper looks at the relationship between crisis and change in organizations. The paper starts by looking at the way different theorists viewed change as both disruptive and stimulating. The second part of the paper considers the role of pluralism in dealing with crisis and change. The bibliography cites 6 sources.
Page Count:
4 pages (~225 words per page)
File: TS65_TEchcrisis.doc
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Unformatted sample text from the term paper:
a great deal of literature that focuses on issues concerning change; Armenakis and Bedeian, (1999) examine the literature concerning change, dividing into four main research theme; content, context, process and
outcomes. The aspect of context is that which looks at the environment in which change is taking place. It was found the crisis has the potential to create significant changes
in an organisation which can help to create short-term profits and develop long-term viability. Where an organisation seeks to implement change Armenakis and Bedeian (1999), found in a literature
review that many organisations would tend to repeat the same patterns, adopting similar strategies to previous similar scenarios, a behaviour pattern concerning change which was also found by Turner (1976).
Even in crises firms may still tend to follow established behaviour patterns that they know and are familiar with, such as rules of thumb, even where they have not previously
been successful (Turner, 1976). In order to respond adequately to crisis a firm has to find a new way to compete, a crisis can help an organisation develop and evolve;
either killing it all helping to create a stronger organisation it evolves from the crisis. Armenakis and Bedeian (1992), look at literature which examined the changes with in the California
savings and loan industry, a significant changing environmental conditions including regulation, and found those organisations that survived benefited from the crisis in the long-term. Wilkinson and Mellahi (2005) looked
specifically at why organisations fail, and repeat some of the findings of Turner (1976) and Armenakis and Bedeian (1992), arguing that organisations who do not learn from the past are
likely to fail in the future; emphasising the need for new changes will crisis occurs, rather than utilising a rule of thumb which is not necessarily work in the past.
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