Examines the nature of change confronting organisations in Australia in the 1990s. Investigates organisational strategies for managing the challenge of deliberate large-scale change, and considers whether there is a 'critical change path'. In-depth case studies of three multinational companies operating in Australia were carried out. Observations suggest that the pattern of corporate transformation can be depicted as a framework of steps which organisations must follow to enhance their prospects of institutionalising behavioural change. The steps towards change are not uni-directional; they overlap and reinforce each other and should be revisited regularlyto reinvigorate the message and sustain the momemtum for change.
Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.