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dc.contributor.authorWill, Georg Mathias
dc.contributor.authorWetzel, Ralf
dc.date.accessioned2018-04-12T09:51:11Z
dc.date.available2018-04-12T09:51:11Z
dc.date.issued2018
dc.identifier.issn1832-5912
dc.identifier.doi10.1108/JAOC-09-2017-0080
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5936
dc.description.abstractNext concepts for successful organizational change. According to a Capgemini Consulting (2010) study, 25 per cent of all the change management initiatives fail, productivity decreases about 25 per cent in times of change and employee turnover increases by approximately 10 per cent. Other studies show similar findings (Shin et al., 2012; Zhang and Rajagopalan, 2010). These numbers indicate that, typically, change management not only has a major impact on company’s performance – but in many cases, it makes the situation even worse. This is an unacceptable outcome because, obviously, companies apply change management to achieve a turnaround in performance and productivity
dc.language.isoen
dc.publisherEmerald Group Publishing Ltd.
dc.subjectOrganizational Change
dc.subjectOrganizational Performance
dc.subjectProduction (Economic Theory)
dc.subjectChange Management
dc.subjectTurnover (Business)
dc.titleNext concepts for successful organizational change
dc.identifier.journalJournal of Accounting & Organizational Change
dc.source.volume14
dc.source.issue1
dc.source.beginpage2
dc.source.endpage8
dc.contributor.departmentMartin-Luther-University Halle-Wittenberg
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typearticleJournal article
vlerick.vlerickdepartmentPO
dc.identifier.vperid136964


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