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dc.contributor.authorAndreeva, Tatiana E.
dc.date.accessioned2013-12-10T10:18:18Z
dc.date.accessioned2014-03-17T05:42:06Z-
dc.date.available2013-12-10T10:18:18Z
dc.date.available2014-03-17T05:42:06Z-
dc.date.issued2008
dc.identifier.issn1469-8374
dc.identifier.urihttp://hdl.handle.net/11701/716
dc.identifier.urihttp://hdl.handle.net/11701/716-
dc.description.abstractThis study explores limits of applicability of a planned change approach in Russian companies. The data on change management programmes in 59 Russian companies of various industries, regions and sizes was gathered with the help of questionnaires filled by management consultants. The study found that resulted changes often did not coincide with initial plans of change agents. Two groups of organizational elements were identified: 'uncontrollable' (those elements that changed outside of the planned change) and 'unmanageable' (those elements that did not change despite forming part of the planned change). The findings also indicate that the efficiency of the change programme was unaffected by whether the change programme plans were executed or not. The results suggest that the applicability of a planned change approach is dependent upon the organizational elements at which change interventions are targeted and that change content has to be incorporated into contingency models of change.ru
dc.description.urihttp://www.informaworld.com/smpp/content~db=all~content=a791716115~frm=titlelink?words=andreeva&hash=1068751393;
dc.language.isoEnglishru
dc.publisherGraduate School of Management, Saint Petersburg State University
dc.relation.ispartofseriesHuman Resource Development International;Vol. 11, Issue 2
dc.subjectcontingency approachru
dc.subjectempirical dataru
dc.subjectplanned change modelru
dc.subjectRussiaru
dc.titleCan organizational change be planned and controlled? Evidence from Russian companiesru
dc.typeArticleru
dc.contributor.altauthorАндреева, Т. Е.
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