Abstract
A case study of the different forms of organisational commitment adopted by organisational actors in cultural change programs.
| Original language | English |
|---|---|
| Pages (from-to) | 133-144 |
| Number of pages | 12 |
| Journal | International Journal of Knowledge, Culture and Change Management |
| Volume | 5 |
| Issue number | 4 |
| Publication status | Published - 2006 |
Keywords
- culture
- change
- irony
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Badham, R. J., & McLoughlin, I. (2006). Ambivalence and engagement: irony and cultural change in late modern organizations. International Journal of Knowledge, Culture and Change Management, 5(4), 133-144.