Purpose – The purpose of this paper is to examine the applicability of Prochaska and colleagues' “stages of change model,” which has generated substantial support in the therapeutic literature as a useful framework for understanding the dynamics of motivation to change problem behaviors,...

Purpose – The purpose of this paper was to examine the interaction effects of managers' perceptions of the supporting vision clarity, appropriateness, and execution of a major organizational change on their job satisfaction, organizational commitment, turnover intentions, and role ambiguity....

Explains how we used the change message components of discrepancy, appropriateness, efficacy, principal support, and personal valence and the message conveying strategies of active participation, persuasive communication and management of information suggested by Armenakis and colleagues to help...

To enhance the development of individuals for executive positions, fast‐track management development programmes have been adopted by many organisations. However, such programmes do not always lead to positive consequences for the participant. The purpose of the present research was to...

That organizational culture influences firm effectiveness is an assumption implicitly held by many managers and management researchers, although few empirical studies have provided detailed insight into the relationship. This manuscript addresses this dearth of research by examining employee...

Despite their fairly widespread use among large companies, little information is available to those interested in designing, managing, or evaluating high‐potential (fast‐track) management development programmes. In an attempt to fill this void, three sources of programme ineffectiveness are...