Ambivalence and engagement

irony and cultural change in late modern organizations

Richard John Badham, Ian McLoughlin

Research output: Contribution to journalArticle

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Abstract

A case study of the different forms of organisational commitment adopted by organisational actors in cultural change programs.
Original languageEnglish
Pages (from-to)133-144
Number of pages12
JournalInternational Journal of Knowledge, Culture and Change Management
Volume5
Issue number4
Publication statusPublished - 2006

Keywords

  • culture
  • change
  • irony

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