Title: Participative Redesign: Action‐Research into the Strategic Restructuring of a Plant
Abstract: Participative Redesign: Action-Research into the Strategic Restructuring of a Plant Leopold Vansina, Leopold VansinaSearch for more papers by this author Leopold Vansina, Leopold VansinaSearch for more papers by this author Leopold Vansina, Leopold VansinaSearch for more papers by this authorMarie-Jeanne Vansina-Cobbaert, Marie-Jeanne Vansina-CobbaertSearch for more papers by this authorGilles Amado, Gilles AmadoSearch for more papers by this authorSandra Schruijer, Sandra SchruijerSearch for more papers by this author Book Author(s):Leopold Vansina, Leopold VansinaSearch for more papers by this authorMarie-Jeanne Vansina-Cobbaert, Marie-Jeanne Vansina-CobbaertSearch for more papers by this authorGilles Amado, Gilles AmadoSearch for more papers by this authorSandra Schruijer, Sandra SchruijerSearch for more papers by this author First published: 13 October 2008 https://doi.org/10.1002/9780470697184.ch13 AboutPDFPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShareShare a linkShare onFacebookTwitterLinked InRedditWechat Summary This chapter contains sections titled: Part 1: The Project History and Context My Role, Approach and Intentions Phase One: Exploring the Company in its Environment Phase Two: Engaging the Employees to Redesign the Operations to Meet the New Production Strategy Phase Three: Change in Ownership and Implementation Part 2: Organisational Results and Research Findings Results from the Participative Redesign The Process of Successful Organisational Change Learning from the Action-Research Itself Conclusions Psychodynamics for Consultants and Managers: From Understanding to Leading Meaningful Change RelatedInformation
Publication Year: 2008
Publication Date: 2008-10-13
Language: en
Type: other
Indexed In: ['crossref']
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Cited By Count: 1
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