Organisational Change

Unravelling the complexity of collective mental models: A method for developing and analysing scenarios in multi-organisational contexts

by Chris Goodier

Testing the strain hypothesis of the Demand Control Model to explain severe bullying at work

by Guy Notelaers

Guy Notelaers, Maastricht University School of Business and Economics, The Netherlands; University of Bergen, Norway
Elfi Baillien, HUBrussel, Belgium; Research Group Work, Organizational and Personnel Psychology, Katholieke Universiteit Leuven, Belgium
Hans De Witte, Department of Psychology, Katholieke Universiteit Leuven, Belgium
Ståle Einarsen, University of Bergen, Norway
Jeroen K Vermunt, Tilburg University, The Netherlands

Workplace bullying has often been attributed to work-related stress, and has been linked to the Job Demand Control... more Workplace bullying has often been attributed to work-related stress, and has been linked to the Job Demand Control Model. The current study aims to further these studies by testing the model for bullying in a heterogeneous sample and by using latent class (LC)-analyses to define different demands and control groups and targets of severe bullying. High job demands were associated with a higher probability of being a target of severe bullying, which was particularly true for the very high job demands group. Low job control was also associated with a higher probability of being a target of severe bullying. Moreover, high job control buffered the negative effects of job demands on being a target of severe bullying, particularly when employees reported very little job control and high/very high job demands. Overall, the JDC-Model was supported, suggesting that being a target of severe bullying can be considered as a social behavioural strain.

Learning the Hard Way

by STAMATIA KREMMYDA

published in 'Insight, Edinburgh University Economics Magazine', page 30

Strategic orientation in a biological science laboratory [the case of DSIR Applied Biochemistry Division]

by Peter Mellalieu

Mellalieu, P. J. (1987). Strategic orientation in a biological science laboratory [the case of DSIR Applied Biochemistry Division]. New Zealand Journal of Technology, 3, 153–157.

An internationally-renowned basic biological science laboratory was faced with diminishing financial support and... more An internationally-renowned basic biological science laboratory was faced with diminishing financial support and demands from its stake-holder for more relevant research and increased technology transfer. The case describes the introduction of strategic thinking to a government-funded research laboratory, Applied Biochemistry Division (ABD), as New Zealand entered the early stages of radical public sector reform (“Rogernomics”) in the mid 1980s.


The case outlines the process and results of the strategic orientation process conducted with laboratory staff that established the foundation for a new institutional mission, strategy, and structure. The mission of ABD was defined as being “To create and sustain the foundation of basic science and expertise needed to establish and develop the biochemical, biotechnology, food, and agricultural industries in New Zealand, and to identify and solve significant national problems in those industries by the communication and application of that knowledge and expertise.” In 1987 organisation later became known as DSIR Biotechnology Division until it was substantially restructured to become part of a new, much larger Crown Research Institute (CRI).

Μελέτη Βελτίωσης Vianex

by Andromachos Dimitrokallis

Internal Research performed while working with this company.

Inefficiencies in Pharmaceutical Marketing

by Andromachos Dimitrokallis

MBA Thesis (Consultancy Project), NYC 2008

Saab's questionable turnaround practice

by Dr. Christoph Lymbersky

Turnaround Management Journal

A short drive through the landscape of turnaround efforts conducted by Saab’s top management in order to face the... more A short drive through the landscape of turnaround efforts conducted by Saab’s top management in order to face the challenges of a troubled economy, mysterious strategies and a secret balance sheet.

Change Management: Leadership, Values and Ethics

by Rune Todnem By

Co-authored with Bernard Burnes and Cliff Oswick

A configuration model of organizational culture

by Daniel Dauber

SageOpen (forthcoming)

The paper proposes a configuration model of organizational culture, which explores dynamic relationships between... more The paper proposes a configuration model of organizational culture, which explores dynamic relationships between organizational culture, strategy, structure and operations of an organization (internal environment) and maps interactions with the external environment (task and legitimization environment). A major feature of the configuration model constitutes its well- defined processes, which connect the elements of the model systematically to each other such as single- and double-loop learning, operationalization of strategies, legitimization management, etc.. The model is grounded in a large review of literature in different research areas and builds on widely recognized models in the field of organization and culture theory. It constitutes a response to the call for new models, which are able to ‘capture the empirical complexity of contemporary organizations’ (Suddaby, Hardy & Huy, 2011, p. 237). The configuration model of organizational culture is of particular interest to scholars who investigate into cultural phenomena and change over time.

A configuration model of organizational culture

by Daniel Dauber

SageOpen (forthcoming)

The paper proposes a configuration model of organizational culture, which explores dynamic relationships between... more The paper proposes a configuration model of organizational culture, which explores dynamic relationships between organizational culture, strategy, structure and operations of an organization (internal environment) and maps interactions with the external environment (task and legitimization environment). A major feature of the configuration model constitutes its well- defined processes, which connect the elements of the model systematically to each other such as single- and double-loop learning, operationalization of strategies, legitimization management, etc.. The model is grounded in a large review of literature in different research areas and builds on widely recognized models in the field of organization and culture theory. It constitutes a response to the call for new models, which are able to ‘capture the empirical complexity of contemporary organizations’ (Suddaby, Hardy & Huy, 2011, p. 237). The configuration model of organizational culture is of particular interest to scholars who investigate into cultural phenomena and change over time.

Leadership in a Dispersed Network

by Paul Ede

A study in the leadership skills required to formulate fresh vision with colleagues in The Scottish Network Churches,... more A study in the leadership skills required to formulate fresh vision with colleagues in The Scottish Network Churches, and to secure maximum agreement in its practical outworking.

Alternative'Universities Revisited: A Study of the Distinctiveness of Universities Established In the Spirit of 1968

by Jeroen Huisman

Early and Late Adoption of Knowledge Products: Strategic or Institutional Behavior

by Jeroen Huisman

Institutional Profiles-Towards a Typology of Higher Education Institutions In Europe

by Jeroen Huisman

How to buy something that is free?

by Maurice Verheesen

Conceptual Barriers to Creating Integrative Universities

by Jon Awbrey

Awbrey, S.M., and Awbrey, J.L. (May 2001), “Conceptual Barriers to Creating Integrative Universities”, Organization : The Interdisciplinary Journal of Organization, Theory, and Society 8(2), Sage Publications, London, UK, pp. 269–284.

Today’s society looks to universities for solutions to broad-based issues that require cross-disciplinary expertise.... more Today’s society looks to universities for solutions to broad-based issues that require cross-disciplinary expertise. Yet, the organizational structure of our institutions remains locked in academic and administrative silos that have little genuine ability to communicate or to recognize the interdependence of knowledge. Why does the capacity to communicate between disciplines and units remain limited? How do formalizations of our experience create barriers? What kind of reflection would it take to subject our mental models of knowledge and learning to critical inquiry? This discussion highlights one of the most entrenched ‘group identity myths’ that underlie the structure of modern academic institutions, the ‘triviality of integration’ thesis.

Universities learning to learn? inventing flexible (E) learning through first-and second-order action research

by Chris Trevitt

Reflective voices: primary care mental health workers' experiences in training and practice

by Dr Rosemary Rizq, PhD.

Primary Health Care Research & Development 2010; 11: 72–86

Background: The role of the primary care mental health worker (PCMHW) in providing self-help and signposting to people... more Background: The role of the primary care mental health worker (PCMHW) in providing self-help and signposting to people referred for mild-moderate anxiety and depression is currently being complemented by low-intensity workers training under the government’s improving access to psychological therapies (IAPT) programme. Aim: This study aims to explore the experiences of five PCMHWs working in the context of a newly designed primary care mental health team in London. Methods:Thematic analysis of participants’ written reflective papers provides a qualitative exploration of issues and concerns raised by PCMHWs during a fortnightly reflective practice group. Results: Themes emerging from participants’ written accounts highlight: difficulties in applying academic and skills training to the real-life world of
clinical practice; difficulties in managing issues of risk and complexity; role confusion; and the need for a visible and coherent career structure. Conclusions: The study highlights the psychological impact on PCMHWs of managing complex client referrals. This is discussed in the context of the high volume case turnover anticipated by IAPT training curricula. Implications for the training and education of IAPT low-intensity workers are briefly considered.

Mediating ambiguity: Narrative identity and knowledge workers

by Robert Wapshott

Co-authored with Oliver Mallett (Durham Business School, Durham University)
Scandinavian Journal of Management, Volume 28, Issue 1, pp.16-26.

Drawing on Paul Ricoeur's approach to narrative identity and a longitudinal case study of a graphic design firm, this... more Drawing on Paul Ricoeur's approach to narrative identity and a longitudinal case study of a graphic design firm, this paper explores identity work provoked by organisational changes for one group of knowledge workers, graphic designers. The approach to identity work developed in this paper illuminates how these knowledge workers use narrative to mediate between social and personal identities during a period of significant organisational change. The narrative identity approach, derived from Ricoeur, embraces the multiplicity, complexity and potential contradictions encountered by knowledge workers facing threats to their personal identity. In addition to developing Ricoeur’s thinking to understand identity work in an organisational context, the impact of organisational change for knowledge workers is highlighted for practitioners.

The impact of entry modes on the organisational design of international hotel chains

by Maureen Brookes

This article was published in the Service Industries Journal