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Communicating change in organizational restructuring: a grounded theory case study

Kamarudin, Mohd Fauzi, Starr, Karen, Abdullah, Aida Nasirah and Husain, Kalthom 2014, Communicating change in organizational restructuring: a grounded theory case study, in i-COME 2014 : Communication, Empowerment and Governance: The 21st Century Enigma : Proceedings of the International Conference on Communication and Media 2014 (i-COME), Elsevier, Amsterdam, The Netherlands, pp. 496-501, doi: 10.1016/j.sbspro.2014.10.329.

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Title Communicating change in organizational restructuring: a grounded theory case study
Author(s) Kamarudin, Mohd Fauzi
Starr, KarenORCID iD for Starr, Karen orcid.org/0000-0003-3931-0180
Abdullah, Aida Nasirah
Husain, Kalthom
Conference name International Conference on Communication and Media (i-COME). Conference (4th : 2014 : Langkawi, Malaysia)
Conference location Langkawi, Malaysia
Conference dates 18-20 Oct. 2014
Title of proceedings i-COME 2014 : Communication, Empowerment and Governance: The 21st Century Enigma : Proceedings of the International Conference on Communication and Media 2014 (i-COME)
Editor(s) Mustaffa, Che Su
Mohamad, Bahtiar
Halim, Haslina
Publication date 2014
Series Procedia - social and behavioral sciences
Start page 496
End page 501
Total pages 6
Publisher Elsevier
Place of publication Amsterdam, The Netherlands
Keyword(s) communication
organizational change
grounded theory
case study
Social Sciences
Social Sciences, Interdisciplinary
Social Sciences - Other Topics
Summary Literature has shown that planned change is accompanied by excitement and hope. People affected by change require qualityinformation. Failure to communicate change may lead to resistance. This paper presents a change involving the amalgamation oftwo university faculties into one. Within the framework of a case study research design and the used of the ConstructivistGrounded Theory for data collection and analysis, the theme of communication during the change process is presented throughthe experiences and life accounts of faculty members involved and affected by it. The paper ends with useful suggestions forchange agents in today’s complex organization.
ISSN 1877-0428
Language eng
DOI 10.1016/j.sbspro.2014.10.329
Field of Research 130304 Educational Administration, Management and Leadership
Socio Economic Objective 930401 Management and Leadership of Schools/Institutions
HERDC Research category E1 Full written paper - refereed
Copyright notice ©2014, The Authors
Free to Read? Yes
Use Rights Creative Commons Attribution Non-Commercial No-Derivatives licence
Persistent URL http://hdl.handle.net/10536/DRO/DU:30085738

Document type: Conference Paper
Collections: School of Education
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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.