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dc.contributor.authorMcGuire, Daviden_US
dc.contributor.authorHutchings, Kateen_US
dc.date.accessioned2017-04-24T13:22:56Z
dc.date.available2017-04-24T13:22:56Z
dc.date.issued2006en_US
dc.date.modified2011-02-15T12:57:08Z
dc.identifier.issn09534814en_US
dc.identifier.doi10.1108/09534810610648906en_AU
dc.identifier.urihttp://hdl.handle.net/10072/36287
dc.description.abstractPurpose - 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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmeralden_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom192en_US
dc.relation.ispartofpageto209en_US
dc.relation.ispartofissue2en_US
dc.relation.ispartofjournalJournal of Organizational Change Managementen_US
dc.relation.ispartofvolume19en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchBusiness and Management not elsewhere classifieden_US
dc.subject.fieldofresearchcode150399en_US
dc.titleA Machiavellian analysis of organisational changeen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2006
gro.hasfulltextNo Full Text


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