Ambivalence and engagement: irony and cultural change in late modern organizations

Richard John Badham; Ian McLoughlin

Ambivalence and engagement: irony and cultural change in late modern organizations

Richard John Badham, Ian McLoughlin

Macquarie Graduate School of Management

Research output: Contribution to journal › Article › peer-review

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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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Publisher version (open access)Final published version, 983 KBLicence: Unspecified

Cite this

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title = "Ambivalence and engagement: irony and cultural change in late modern organizations",

abstract = "A case study of the different forms of organisational commitment adopted by organisational actors in cultural change programs.",

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AU - McLoughlin, Ian

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AB - A case study of the different forms of organisational commitment adopted by organisational actors in cultural change programs.

KW - culture

KW - change

KW - irony

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Ambivalence and engagement: irony and cultural change in late modern organizations

Abstract

Keywords

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Cite this