A Machiavellian analysis of organisational change

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Title A Machiavellian analysis of organisational change
Author McGuire, David; Hutchings, Kate
Journal Name Journal of Organizational Change Management
Year Published 2006
Place of publication United Kingdom
Publisher Emerald
Abstract Purpose – The purpose of this paper is to undertake a Machiavellian analysis of the determinants of organisational change. It aims to present a model of how power, leaders and teams, rewards and discipline, and roles, norms and values, serve as drivers, enablers or inhibitors of organisational change. Design/methodology/approach – The paper adopts the sixteenth century Machiavellian text The Prince as a lens through which to examine organisational change. Findings – The paper concludes that Machiavellian thinking provides a valuable guide to the challenges and obstacles in negotiating organisational change and identifies the individual as occupying the central role in determining whether the change intervention will be accepted or rejected. Originality/value – The longevity of Machiavellian thinking underlines the constancy of human behaviour and the relevance of age-old thinking in understanding and negotiating change in a complex fast-paced business environment.
Peer Reviewed Yes
Published Yes
Alternative URI http://dx.doi.org/10.1108/09534810610648906
Volume 19
Issue Number 2
Page from 192
Page to 209
ISSN 0953-4814
Date Accessioned 2010-10-22
Language en_AU
Research Centre Centre for Work, Organisation and Wellbeing
Faculty Griffith Business School
Subject Business and Management
URI http://hdl.handle.net/10072/36287
Publication Type Journal Articles (Refereed Article)
Publication Type Code c1x

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