Abstract
The purpose of this article is to analyse the culture change management programme in one UK NHS ambulance service, documenting various perverse consequences of the change management and suggest further research implications. Significant negative consequences of the culture change management programme in the ambulance service are systematically documented. The study argues that any worthwhile study of organisational culture change management must take into account the perverse consequences of such a process and its overall impact on employees.
Original language | English |
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Pages (from-to) | 2-25 |
Journal | International Journal of Public Sector Management |
Volume | 27 |
Issue number | 1 |
Early online date | 1 Apr 2014 |
DOIs | |
Publication status | E-pub ahead of print - 1 Apr 2014 |
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Prof PARESH WANKHADE
- Business School - Professor of Leadership and Management
- Health Research Institute
Person: Research institute member, Academic