Abstract

Governments, businesses and other organisations often are forced to restructure their working practices and sometimes radically. This is not unusual. What is unusual though is the way the literature on organisational change has framed the discussion and debate using a predominantly negative language for the past seventy years (see for example Dent and Goldberg, 1999; Ford et al, 2008) The second alarming trend is that as organisations restructure and re-calibrate their relations with staff and customers, not a lot of research has been devoted to employees who, having been negatively affected, have inversely positively impacted on change initiatives. This paper is interested in investigating employees’ attitudes and how they have found reason to re-develop these to contribute positively to organisational change.

Conference Track / Type of Submission : Track 19: Organisational Transformation, Change and Development