Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report

Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that...
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Autor*in:	C. L. Van Tonder [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2006

Schlagwörter:	Change change management ethical change

Übergeordnetes Werk:	In: SA Journal of Human Resource Management - AOSIS, 2008, 4(2006), 3
Übergeordnetes Werk:	volume:4 ; year:2006 ; number:3

Links:	Link aufrufen Link aufrufen Link aufrufen Journal toc Journal toc

DOI / URN:	10.4102/sajhrm.v4i3.97

Katalog-ID:	DOAJ038235048

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callnumber-first	H - Social Science
author	C. L. Van Tonder
spellingShingle	C. L. Van Tonder misc HF5549-5549.5 misc Change misc change management misc ethical change misc Personnel management. Employment management Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report
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topic_title	HF5549-5549.5 Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report Change change management ethical change
topic	misc HF5549-5549.5 misc Change misc change management misc ethical change misc Personnel management. Employment management
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title	Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report
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title_sort	towards a minimum conceptualisation of ethical organisational change: the platform provided by the "king ii" report
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title_auth	Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report
abstract	Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.
abstractGer	Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.
abstract_unstemmed	Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.
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