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Context, Culture and Politics: The Development of Strategic Change |
A central conclusion of the previous chapter was that the theory and practice of change in organisations would continue to remain as circumscribed and ill-developed as it has been for as long as change is studied and thought about as episodes and projects separate from the ongoing processes of continuity and change of which those change projects are a part. The episodic, or project and programme, view of change has treated innovations as if they had a clear beginning and a clear end and divorced change not only from its antecedent conditions, but also from the more immediate and distant context which supplies the enabling conditions for the changes’ birth, a framework ...
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