Continuous organizational change and burnout

Gary Rees, Sally Rumbles

    Research output: Contribution to journalArticlepeer-review


    Within the last three years, the global economic crisis has prompted unprecedented change with organizations traditionally considered as solid, crumbling and liquidating in front of incredulous stock brokers and global audiences. This paper considers the extent to which continuous organizational changes lead to organizational burnout. Whilst traditional approaches to burnout have concentrated on individual and job burnout, research into organization burnout remains limited. A key emerging trend is the concept of organizational resilience and strategies for copying with continuous change. Our initial research into this area suggests that organizations and their employees respond to change in a variety of ways, such as the “boiled frog syndrome”, and “survivor syndrome”. Survey research from a sample of 100 companies contacted revealed some alarming results. Whilst many originations recognised that they had serious concerns about the rate of change and the impact upon the business, very little concern was expressed in relation to their employees and employee welfare. This paper explores these emerging themes and consequences for management through the use of further primary data collection from in-depth semi-structured interviews. Suggestions for further research and managing burnout are provided.
    Original languageEnglish
    Pages (from-to)1-16
    Number of pages16
    JournalInternational Journal of Knowledge, Culture and Change Management
    Publication statusPublished - 2012


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