Published16th June 2010
Knowledge TypeResearch paper
Organisation, London School of Economics
Between planned and emergent change: decision maker’s perceptions of managing change in organisations
Today’s business environment is increasingly complex, interconnected, unpredictable, competitive. Within this context, decision makers struggle to find some stability amidst uncertainty, using planned change methods while being aware of the need for flexibility and agility to leverage emergent change and survive. It is this tension between the desire for continuity and the experience of emergence in change processes that this paper addresses.