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008			241006b |||||||| |||| 00| 0 eng d
022			_a14697017
040			_aMSU _bEnglish _cMSU _erda
050	0	0	_aHD58.8 JOU
100	1		_aHughes, Mark _eauthor
245	1	0	_aDo 70 per cent of all organizational change initiatives really fail? _ccreated by Mark Hughes
264	1		_aAbingdon: _bRoutledge, _c2011
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of change management _vVolume 11, number 4
520	3		_aA 70 per cent failure rate is frequently attributed to organizational-change initiatives, raising questions about the origins and supporting evidence for this very specific statistic. This article critically reviews five separate published instances identifying a 70 per cent organizational-change failure rate. In each instance, the review highlights the absence of valid and reliable empirical evidence in support of the espoused 70 per cent failure rate. Organizational-change research and scholarship now exists which enables us to question the belief in inherent organizational-change failure rates. Inherent failure rates are critically questioned in terms of the ambiguities of change, the context-dependent nature of change, competing perceptions, temporal aspects and measurability. In conclusion, whilst the existence of a popular narrative of 70 per cent organizational-change failure is acknowledged, there is no valid and reliable empirical evidence to support such a narrative.
650			_aOrganizational change _vOrgSuccess factor _xMethodological criticism
856			_uhttps://doi.org/10.1080/14697017.2011.630506
942			_2lcc _cJA
999			_c167548 _d167548