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Vision: Friend or foe during change?

Article Abstract:

Vision traditionally regarded as an asset to the success of organizational change, was misattributed as the source of hindrance by Landau Drori, and Porras in 'Vision Change in a Governmental R&D Organization: The Pioneering Legacy as an Enduring Element'. It is clarified that they have collapsed the effects of psychological ownership and attachment to organizational identity with vision and their assertion that conflict during change is necessarily dysfunctional and thus a hindrance to change.

Conflict management

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Vision change in a governmental R&D organization: The pioneering legacy as an enduring element

Article Abstract:

An attempt is made to demonstrate how a defense R&D organization wishing to deal effectively with a changing reality developed a vision that accommodated somewhat contradictory sets aspirations and goals. This new perspective dictates the careful scrutiny of the circumstances under which vision might influence change in enabling as well as disabling ways.

Research & Development, Scientific Research and Development Services, Management dynamics, Research & Development NEC, Management, Research institutes, Company business management

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Interpreting the impact of culture on structure: the role of change processes

Article Abstract:

The framing concepts of organizational culture and structure are presented and the different frameworks are used to examine how cultures and structures can be created through single-, double-, and triple-loop processes. A case study of multinational office staffed by members of two distinct national cultures is presented.

Personnel administration, Multinational Corporations, Human resource management, International business enterprises, Company personnel management, Multiculturalism

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