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Sustainable change: long-term efforts toward developing a learning organization

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Sustainable change: long-term efforts toward developing a learning organization. / Sackmann, S A; Eggenhofer-Rehart, P; Friesl, M.
In: The Journal of Applied Behavioral Science, Vol. 45, No. 4, 2009, p. 521-549.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Sackmann, SA, Eggenhofer-Rehart, P & Friesl, M 2009, 'Sustainable change: long-term efforts toward developing a learning organization', The Journal of Applied Behavioral Science, vol. 45, no. 4, pp. 521-549. https://doi.org/10.1177/0021886309346001

APA

Sackmann, S. A., Eggenhofer-Rehart, P., & Friesl, M. (2009). Sustainable change: long-term efforts toward developing a learning organization. The Journal of Applied Behavioral Science, 45(4), 521-549. https://doi.org/10.1177/0021886309346001

Vancouver

Sackmann SA, Eggenhofer-Rehart P, Friesl M. Sustainable change: long-term efforts toward developing a learning organization. The Journal of Applied Behavioral Science. 2009;45(4):521-549. doi: 10.1177/0021886309346001

Author

Sackmann, S A ; Eggenhofer-Rehart, P ; Friesl, M. / Sustainable change: long-term efforts toward developing a learning organization. In: The Journal of Applied Behavioral Science. 2009 ; Vol. 45, No. 4. pp. 521-549.

Bibtex

@article{48c27dad521a433981e51ea4fb91c88a,
title = "Sustainable change: long-term efforts toward developing a learning organization",
abstract = "Globalization and intensified competition require organizations to change and adapt to dynamic environments in order to stay competitive. This article describes a longitudinal action research study supporting the strategic change of a trading company. The strategic change was accompanied by planned changes in organizational structures and processes, management systems, emerging changes in leadership, and organization members{\textquoteright} attitudes and behaviors, and it was supported by management development activities. Longitudinal data over a 4-year period including participant observation and interviews reveal that a systemic approach, a learning and becoming perspective toward change, trust, an appropriate role perception, and the specific use of management instruments contribute to sustained change that resulted in performance improvements and a move toward a learning organization. We conclude with implications for strategic change and suggestions for further research in this area.",
keywords = "Organizational change, Action Research, Mixed method approaches",
author = "Sackmann, {S A} and P Eggenhofer-Rehart and M Friesl",
year = "2009",
doi = "10.1177/0021886309346001",
language = "English",
volume = "45",
pages = "521--549",
journal = "The Journal of Applied Behavioral Science",
issn = "0021-8863",
publisher = "SAGE Publications Inc.",
number = "4",

}

RIS

TY - JOUR

T1 - Sustainable change: long-term efforts toward developing a learning organization

AU - Sackmann, S A

AU - Eggenhofer-Rehart, P

AU - Friesl, M

PY - 2009

Y1 - 2009

N2 - Globalization and intensified competition require organizations to change and adapt to dynamic environments in order to stay competitive. This article describes a longitudinal action research study supporting the strategic change of a trading company. The strategic change was accompanied by planned changes in organizational structures and processes, management systems, emerging changes in leadership, and organization members’ attitudes and behaviors, and it was supported by management development activities. Longitudinal data over a 4-year period including participant observation and interviews reveal that a systemic approach, a learning and becoming perspective toward change, trust, an appropriate role perception, and the specific use of management instruments contribute to sustained change that resulted in performance improvements and a move toward a learning organization. We conclude with implications for strategic change and suggestions for further research in this area.

AB - Globalization and intensified competition require organizations to change and adapt to dynamic environments in order to stay competitive. This article describes a longitudinal action research study supporting the strategic change of a trading company. The strategic change was accompanied by planned changes in organizational structures and processes, management systems, emerging changes in leadership, and organization members’ attitudes and behaviors, and it was supported by management development activities. Longitudinal data over a 4-year period including participant observation and interviews reveal that a systemic approach, a learning and becoming perspective toward change, trust, an appropriate role perception, and the specific use of management instruments contribute to sustained change that resulted in performance improvements and a move toward a learning organization. We conclude with implications for strategic change and suggestions for further research in this area.

KW - Organizational change

KW - Action Research

KW - Mixed method approaches

U2 - 10.1177/0021886309346001

DO - 10.1177/0021886309346001

M3 - Journal article

VL - 45

SP - 521

EP - 549

JO - The Journal of Applied Behavioral Science

JF - The Journal of Applied Behavioral Science

SN - 0021-8863

IS - 4

ER -