Stuck in the middle: a case study investigating the gap between top-down and bottom-up change

摘要: Few studies have addressed the differing roles that should be adopted by those at top and bottom of organisation when implementing change. This empirical ethnographic study within an engineering company concludes that: a multiplicity levels must defined before any role allocation can occur; is most important boundaryshaking activity required; change agent link bottom; embodied knowledge identified utilised effectively.