‘Engage For Change’: The Development of a Radical Change Engagement (RCE) Model

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

This paper reports on the management and outcomes of a radical change programme within a public sector agency. The findings reveal a significant divergence between management and employee experiences of the change process, and significant differences in outcome perceptions. While management remain adamant that radical change has been achieved, employees report much more limited, incremental change - a position supported by the research findings. Using a grounded theory approach, the paper seeks to explain the reasons for radical change failure, and based on these proposes a ‘Radical Change Engagement’ (RCE) model for use during such periods. While based on public sector research, it is contended that the model has implications and applicability for any organisation undergoing radical change.
LanguageEnglish
Pages115-125
JournalJournal of General Management
Volume43
Issue number3
Early online date26 Mar 2018
DOIs
Publication statusPublished - 1 Apr 2018

Fingerprint

Radical change
Employees
Public sector
Grounded theory
Divergence
Incremental
Change process

Keywords

  • Radical Change
  • Employee Engagement
  • Communication
  • Public Sector

Cite this

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‘Engage For Change’: The Development of a Radical Change Engagement (RCE) Model. / Bennett, Hadyn; McCracken, Martin; O'Kane, Paula.

In: Journal of General Management, Vol. 43, No. 3, 01.04.2018, p. 115-125.

Research output: Contribution to journalArticle

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