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dc.contributor.authorAndersson, Gunnar
dc.date.accessioned2017-11-08T13:20:57Z
dc.date.available2017-11-08T13:20:57Z
dc.date.created2015-03-21T17:22:26Z
dc.date.issued2015
dc.identifier.citationInternational Journal of Advanced Corporate Learning. 2015, 8 (1), 48-51.nb_NO
dc.identifier.issn1867-5565
dc.identifier.urihttp://hdl.handle.net/11250/2464975
dc.description.abstractWe are continuously reminded of how change induces controversy and resistance, regardless of support. We repeatedly experience resistance in difficulties of implementation, little progress, and poor results, rather than increased productivity as anticipated. In a detailed account of how change plays out, a mosaic of what resistance looks like emerges. The picture is both familiar and absolutely concrete, and challenges the structural assumptions and dichotomies on support and resistance in an organization. The findings invite technologies, people, actions, practices and materiality to the discussions on support and resistance.nb_NO
dc.language.isoengnb_NO
dc.subjectChange Managementnb_NO
dc.subjectLean Operationsnb_NO
dc.subjectActor-Network Theorynb_NO
dc.subjectResistancenb_NO
dc.titleResisting Organizational Changenb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionpublishedVersionnb_NO
dc.source.pagenumber48-51nb_NO
dc.source.volume8nb_NO
dc.source.journalInternational Journal of Advanced Corporate Learningnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.3991/ijac.v8i1.4432
dc.identifier.cristin1233605
cristin.unitcode224,50,0,0
cristin.unitnameAvdeling for ingeniørfag
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


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