000			02032nam a22002777a 4500
003			ZW-GwMSU
005			20210330092637.0
008			210330b ||||| |||| 00| 0 eng d
022			_a1465-6612
040			_aMSU _bEnglish _cMSU _erda
100	1		_aParkkinen, Ida _eauthor
245	1	0	_aLeveraging Appreciative Intelligence® for enhancing organisational change _ccreated by Ida Parkkinen
264			_aSwitzerland _bInderscience Publishers _c2015
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aInternational Journal of Human Resources Development and Management _vVolume 15, number 2/3/4,
520			_aThe purpose of the case is to illustrate how members of an organisation engage in shaping change in organisations. The case organisation faced a need to make changes in its organising and management practices to maintain cost efficiency and to improve leadership culture. The underlying dynamic of change was created in the intersection of maintaining the traditional values and transforming the organisational practices to meet the contemporary demands for administrative efficiency. Appreciative Intelligence® and appreciative inquiry methods were implemented to engage members of the organisation in the change process. The appreciative approach was useful in directing attention to the everyday practices of the organisation and showing how making small changes can steer the change process towards positive interaction, trust and strengths of the organisation. The study contributes to change management literature by viewing change as a process of becoming and showing how the appreciative approach contributes to shaping the change through positive collective engagement.
650	4		_aAppreciative Intelligence
650	4		_aAppreciative inquiry
650	4		_aChange management
700	1		_aLehtimäki, Hanna _eauthor
700	1		_aThatchenkery, Tojo _eauthor
856			_u10.1504/IJHRDM.2015.071158
942			_2lcc _cJA
999			_c156375 _d156375