Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
10471602 | Social Science & Medicine | 2012 | 8 Pages |
Abstract
⸠We use ethnographic longitudinal case studies to study the role of the champion in implementing organizational change. ⸠We show that champions are highly effective in the first phase of adoption but less effective in later stages. ⸠Champions highly identified with their work and were threatened when asked to share their work with other stakeholders. ⸠Our findings caution against allowing change to become positioned within the remit of a few individuals. ⸠Whilst champions may initially be beneficial they can be detrimental to progress, in the later stages of implementation.
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Authors
Jane Hendy, James Barlow,