What is it about?
Drawing on evidence from case studies of two organisational change projects in Arts Council England the article shows how particular corporate and project-specific people management practices can influence organisational change projects by contributing to organisational learning.
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Why is it important?
There has been only limited research specifically into the use of project management methods in implementing organisational change. Research into the influence of people management practices on the outcomes of projects in general have suggested that their influence is limited. This article shows that people management practices can have a significant influence on organisational change projects, but that those practices have to be examined at a detailed, granular level in order to understand how and why they have that influence.
Perspectives
This article approaches organisational change projects from the perspective that organisational change is an instance of organisational learning. This perspective helps to highlight a key area in which people management practices can affect organisational change projects. Organisational learning is discussed as the outcome of the interaction between the identification of new ideas through explorative learning and the diffusion of those ideas across an organisation through internal sense-making.
Dr David Shaw
Independent Researcher
Read the Original
This page is a summary of: Managing people and learning in organisational change projects, Journal of Organizational Change Management, October 2017, Emerald,
DOI: 10.1108/jocm-11-2016-0253.
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