Ambivalence and Engagement: Irony and Cultural Change in Late Modern Organizations
A case study of the different forms of organisational commitment adopted by organisational actors in cultural change programs.
||Culture, Change, Irony
International Journal of Knowledge, Culture and Change Management, Volume 5, Issue 4, pp.133-144.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 952.644KB).
Dr Richard J Badham was recently appointed as Professor of Management at the Macquarie Graduate School of Management. He is also the a Visiting Professor in Business Innovation at the University of Newcastle, UK. Prior to these appointments he was the Director of the Centre for Change Management in the Faculty of Commerce at Wollongong University and Foundation BHP Professor of Management in the BHP/University of Wollongong Institute for Steel Processing and Products. He has been a Von Humboldt Fellow at the Technical University in Berlin, as well as being a Visiting Fellow at a number of other European and US universities. He is the author of over 100 books and articles on innovation, change and organizational politics, including Power, Politics and Organizational Change: Winning the Turf Game (Sage, 1999). He has been the recipient of over 25 competitive research grants from the Australian Research Council, the European Commission, UNESCO, and Australian Federal and State governments, was the first recipient of a major collaborative industry-research organizational innovation grant from the Grants for Industrial Research and Development, and has been recognized in the Australian Research Council Annual Reports for the successful outcome and industrial relevance of his ARC research. He is on the international editorial board of 3 journals in the field. He has worked as an ethnographer, action researcher and consultant with a variety of companies, including BHP Steel, Ford Australia, James Hardies, Hoover, Sigma Air Conditioning, and Selleys. He has four children and lives in Balmain (Sydney) and Kiama.
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