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Cited by 371Organizational Change and LeadershipOrganizational Management and ChangeAppreciative Inquiry and Organizational Change

The Strategic Management of Corporate Change

Dunphy, Dexter, Stace, Doug·1993·Human Relations
DOI 10.1177/001872679304600801
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Abstract

To investigate the controversy between universal and contingent approaches to corporate change, a study was undertaken of 13 service sector organizations. The study used the Dunphy/Stace contingency model of organizational change strategies, developing measures to place the organizations within the model. Results indicate that universal models of change management are inadequate to describe the diversity of approaches actually used by these organizations. In particular, the traditional Organizational Development model is unrepresentative of how change in many contemporary organizations is actually made. The traditional OD model prescribes incremental change combined with a participative management style but most organizations in the study made rapid transformative change using a directive leadership style. The OD model is also inadequate as a prescriptive model because very different change strategies, some dramatically different from OD, resulted in successful financial performance. Four case studies are presented to illustrate how each of the major contingencies in the model can operate to create effective organizational performance.

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  • Workers are managed and directed through reasons they are not provided with, preventing collaborative or even consultative leadership styles and substituting a directive or even coercive one in its place.

    “Workers are managed and directed through reasons they are not provided with, preventing collaborative or even consultative leadership styles, substituting a directive or even coercive one in its place (Dunphy and Stace 1993).”

    From Artificial intelligence and work: a critical review of recent research from the social sciences (2024) · cites this paper as Dunphy and Stace 1993

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Authors
Dunphy, D., & Stace, D.
Affiliations
  • UNSW Sydney (AU)
  • Principal, Stace Management Networks Pty Ltd
Venue
Human Relations
Publisher
SAGE Publications
Published
1993-08
Volume
46
Issue
8
Pages
905-920
ISSN
  • 0018-7267 (ISSN-L)
  • 1741-282X
DOI
10.1177/001872679304600801
OpenAlex
W2137295086
Cited by
371
References
25
Citations by year
2026: 13 · 2025: 6 · 2024: 8 · 2023: 17 · 2022: 12 · 2021: 12 · 2020: 16 · 2019: 16 · 2018: 8 · 2017: 15 · 2016: 21 · 2015: 23 · 2014: 21 · 2013: 25 · 2012: 15
FWCI
6.01
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Human Relations (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Appreciative Inquiry and Organizational Change
Keywords
organizational change, contingency theory, organizational development model, service sector organizations, transformative change, incremental change, participatory management, directive leadership, change strategies, financial performance

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