Titlebook: Culture Change in Organizations; A Toolkit for Applie Svea von Hehn,Nils I. Cornelissen,Claudia Braun Book 20241st edition The Editor(s) (i

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Risk-Taking and Organisation Performance,o-called non-technical part of change processes, i.e. a sustainable change of behavior and attitudes of the people within an organization. This chapter describes the third of four phases of a systematically supported culture change, the implementation. It shows how an integrated philosophy can be us

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Risk-Taking and Organisation Performance,so-called non-technical part of change processes, i.e. a sustainable change in the behavior and attitudes of the people in an organization. This chapter describes the last of four phases of a systematically supported culture change, the consolidation. The complete anchoring of the interventions of t

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https://doi.org/10.1007/3-7985-1553-0 so-called non-technical part of change processes, i.e. a sustainable change of behavior and attitudes of the people within an organization. While the previous chapters described the approach and the techniques to drive change in an organization, here the focus is on the person. Successful change re

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Contributions to Management Science provides insights into the development of organizational theories up to the current understanding of culture change and sheds light on the change from an initial skepticism towards psychological issues at the executive level to a self-understanding of the importance of the issue of culture for business success.

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Risk-Taking and Organisation Performance,dissolution of the project bodies, is discussed and the evaluation and documentation of the results are presented. The long-term consolidation, for example, through a 10,000-mile check, is also outlined.

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