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Change: Who killed change? Reconsidering the relationship between projects and change

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

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Change: Who killed change? Reconsidering the relationship between projects and change. / Dalcher, Darren.
Managing Projects in a World of People, Strategy and Change. ed. / Darren Dalcher. Taylor and Francis, 2018. p. 147-151.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Harvard

Dalcher, D 2018, Change: Who killed change? Reconsidering the relationship between projects and change. in D Dalcher (ed.), Managing Projects in a World of People, Strategy and Change. Taylor and Francis, pp. 147-151. https://doi.org/10.4324/9780429449741

APA

Dalcher, D. (2018). Change: Who killed change? Reconsidering the relationship between projects and change. In D. Dalcher (Ed.), Managing Projects in a World of People, Strategy and Change (pp. 147-151). Taylor and Francis. https://doi.org/10.4324/9780429449741

Vancouver

Dalcher D. Change: Who killed change? Reconsidering the relationship between projects and change. In Dalcher D, editor, Managing Projects in a World of People, Strategy and Change. Taylor and Francis. 2018. p. 147-151 doi: 10.4324/9780429449741

Author

Dalcher, Darren. / Change : Who killed change? Reconsidering the relationship between projects and change. Managing Projects in a World of People, Strategy and Change. editor / Darren Dalcher. Taylor and Francis, 2018. pp. 147-151

Bibtex

@inbook{3ba463cb90ba4caead4b817eedad45d4,
title = "Change: Who killed change? Reconsidering the relationship between projects and change",
abstract = "Society is full of potential change agents agitating for improvement, enhancement and further development. Aspirant initiatives range from improving public services, reforming government and available services and engaging younger voters in politics, to the transformation of organisations, the successful implementation of mergers and acquisitions and the development of digital presence, experiences and perspectives to corporate life, social communities and consumer behaviours. Yet, while change is ubiquitous to thriving societal and organisational life, change initiatives continue to flounder at an alarming rate. The poor success rate of change initiatives has intrigued change management and organisational psychology research - ers and practitioners for over half a century. This chapter focuses on some of the leading insights into change management and its successful adoption.",
author = "Darren Dalcher",
year = "2018",
month = jan,
day = "1",
doi = "10.4324/9780429449741",
language = "English",
isbn = "9781138326637",
pages = "147--151",
editor = "Darren Dalcher",
booktitle = "Managing Projects in a World of People, Strategy and Change",
publisher = "Taylor and Francis",

}

RIS

TY - CHAP

T1 - Change

T2 - Who killed change? Reconsidering the relationship between projects and change

AU - Dalcher, Darren

PY - 2018/1/1

Y1 - 2018/1/1

N2 - Society is full of potential change agents agitating for improvement, enhancement and further development. Aspirant initiatives range from improving public services, reforming government and available services and engaging younger voters in politics, to the transformation of organisations, the successful implementation of mergers and acquisitions and the development of digital presence, experiences and perspectives to corporate life, social communities and consumer behaviours. Yet, while change is ubiquitous to thriving societal and organisational life, change initiatives continue to flounder at an alarming rate. The poor success rate of change initiatives has intrigued change management and organisational psychology research - ers and practitioners for over half a century. This chapter focuses on some of the leading insights into change management and its successful adoption.

AB - Society is full of potential change agents agitating for improvement, enhancement and further development. Aspirant initiatives range from improving public services, reforming government and available services and engaging younger voters in politics, to the transformation of organisations, the successful implementation of mergers and acquisitions and the development of digital presence, experiences and perspectives to corporate life, social communities and consumer behaviours. Yet, while change is ubiquitous to thriving societal and organisational life, change initiatives continue to flounder at an alarming rate. The poor success rate of change initiatives has intrigued change management and organisational psychology research - ers and practitioners for over half a century. This chapter focuses on some of the leading insights into change management and its successful adoption.

U2 - 10.4324/9780429449741

DO - 10.4324/9780429449741

M3 - Chapter

AN - SCOPUS:85059143632

SN - 9781138326637

SP - 147

EP - 151

BT - Managing Projects in a World of People, Strategy and Change

A2 - Dalcher, Darren

PB - Taylor and Francis

ER -