Abstracts: November 4th, 1999

Oakes L S, Townley B, Cooper D JAdministrative Science Quarterly, (USA), Vol 43 No 2

Start page: 257. No of pages: 36

Considers the activity of business planning, arguing its effectiveness in introducing change, and examining the process through which this occurs. Discusses organizational change and business control, and provides an outline of institutional theory as an introduction to the study of how the Cultural Facilities and Historical Resources Division (CFHR) of Alberta Community Development in Canada introduced business planning. Discusses issues of restricted production, positional identity, the effect of business planning on organizational control, power focus and symbolic violence. Suggests that the business planning process at CFHR was pedagogical in three ways: it required a receptivity to change; it actively involved organizational actors who appear to create the process as they go along; and it involved learning the new organizational language.

Subject(s): CORPORATE PLANNING, PUBLIC ADMINISTRATION, CANADA, MANGEMENT TECHNIQUES, MUSEUMS, CORPORATE CULTURE, ORGANIZATIONAL THEORY, ORGANIZATIONAL CHANGE
Database: TMA: Top Management Abstracts Style: Case study

ISSN: 0001-8392. Reference: 27AX451

Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm