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dc.contributor.authorRandall, Julian Adrian
dc.contributor.authorProcter, Stephen
dc.date.accessioned2016-01-25T16:03:02Z
dc.date.available2016-01-25T16:03:02Z
dc.date.issued2008-10
dc.identifier.citationRandall , J A & Procter , S 2008 , ' Ambiguity and ambivalence : senior managers' accounts of organizational change in a restructured government department ' Journal of Organizational Change Management , vol. 21 , no. 6 , pp. 686-700 . https://doi.org/10.1108/09534810810915727en
dc.identifier.issn0953-4814
dc.identifier.otherPURE: 278246
dc.identifier.otherPURE UUID: ddaac0ad-eccc-439d-91fd-cd50f20db576
dc.identifier.otherWOS: 000261432000003
dc.identifier.otherScopus: 54849424119
dc.identifier.urihttp://hdl.handle.net/2164/5442
dc.format.extent14
dc.language.isoeng
dc.relation.ispartofJournal of Organizational Change Managementen
dc.rightsRandall, JA & Procter, S 2008, 'Ambiguity and ambivalence: senior managers' accounts of organizational change in a restructured government department', pp. 686-700, Journal of Organizational Change Management. DOI 10.1108/09534810810915727en
dc.subjectChange managementen
dc.subjectOrganizational changeen
dc.subjectEmployee attitudesen
dc.subjectSenior managersen
dc.subjectUnited Kingdomen
dc.subjectresistanceen
dc.subjectH Social Sciencesen
dc.subject.lccHen
dc.titleAmbiguity and ambivalence : senior managers' accounts of organizational change in a restructured government departmenten
dc.typeJournal articleen
dc.contributor.institutionUniversity of Aberdeen.Business Managementen
dc.description.versionPostprinten
dc.identifier.doihttps://doi.org/10.1108/09534810810915727
dc.identifier.vol21en
dc.identifier.iss6en


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