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Strategic Human Resource ManagementCorporate Rhetoric and Human Reality$
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Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss

Print publication date: 1999

Print ISBN-13: 9780198782049

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198782049.001.0001

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Transformation at the Leading Edge

Transformation at the Leading Edge

Chapter:
(p.153) 8 Transformation at the Leading Edge
Source:
Strategic Human Resource Management
Author(s):

Philip Stiles

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782049.003.0008

Major structural and cultural effects have occurred as organizations have attempted to move from one image of themselves to another in a bid to maintain and enhance their competitive capabilities. This chapter describes how the companies have managed the transition process, particularly in terms of their use of human resource management to facilitate change. It examines the causes of change, the key levers the organizations have used to manage the process, and the effect the change initiatives have had on employees. It argues that the methods adopted by organizations have been broadly similar and follow a similar pattern.

Keywords:   cultural change, organizational change, transition, human resource management

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