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  • A Machiavellian analysis of organisational change

    Author(s)
    McGuire, David
    Hutchings, Kate
    Griffith University Author(s)
    Hutchings, Kate
    Year published
    2006
    Metadata
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    Abstract
    Purpose - The purpose of this paper is to undertake a Machiavellian analysis of the determinants of organisational change. It aims to present a model of how power, leaders and teams, rewards and discipline, and roles, norms and values, serve as drivers, enablers or inhibitors of organisational change. Design/methodology/approach - The paper adopts the sixteenth century Machiavellian text The Prince as a lens through which to examine organisational change. Findings - The paper concludes that Machiavellian thinking provides a valuable guide to the challenges and obstacles in negotiating organisational change and identifies ...
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    Purpose - The purpose of this paper is to undertake a Machiavellian analysis of the determinants of organisational change. It aims to present a model of how power, leaders and teams, rewards and discipline, and roles, norms and values, serve as drivers, enablers or inhibitors of organisational change. Design/methodology/approach - The paper adopts the sixteenth century Machiavellian text The Prince as a lens through which to examine organisational change. Findings - The paper concludes that Machiavellian thinking provides a valuable guide to the challenges and obstacles in negotiating organisational change and identifies the individual as occupying the central role in determining whether the change intervention will be accepted or rejected. Originality/value - The longevity of Machiavellian thinking underlines the constancy of human behaviour and the relevance of age-old thinking in understanding and negotiating change in a complex fast-paced business environment.
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    Journal Title
    Journal of Organizational Change Management
    Volume
    19
    Issue
    2
    DOI
    https://doi.org/10.1108/09534810610648906
    Subject
    Business and Management not elsewhere classified
    Business and Management
    Marketing
    Publication URI
    http://hdl.handle.net/10072/36287
    Collection
    • Journal articles

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