Engineering Change: a case study research on how a formal change program was translated into practice by managers and non-managers through collective and individual processes of sensemaking
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The way managers should go about implementing organizational change is well documented, with plenty of opposing theoretical perspectives claiming the road to success. In practice, however, organizational change still is a difficult exercise. Emergent change theorists claim that between sixty and seventy per cent of planned change programs fail (Beer, 2000; Burnes, 2004). Does that mean organizations should stop planning change altogether? This research contributes to the field of organizational change by documenting the translation of a formal change program into practice within the business unit headquarter of an international information technology organization.