Understanding levers for organizational change: the case of AB Ltd

Investigates the management of change in a UK manufacturing company and reports data gathered from two sources within the company ‐ interviews carried out on‐site with senior managers concerning key managerial practices enacted by the company and self‐report questionnaires completed by employees. Uses data collected at two time points, approximately two years apart. Observes, from the findings, a common internal desire for organizational change, especially from a product/market perspective: efforts have been made to improve internal communications and re‐design certain jobs. Finds that emphasis on quality initiatives has been enhanced by greater customer focus, improved product appearance and better measurement of quality. Notes that changes in human resource management have included the formalization of issues such as training, the introduction of a novel performance appraisal scheme for managers and technical specialists, and the active pursuance of Investors in People accreditation.