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Continuous organizational change and burnout

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Continuous organizational change and burnout. / Rees, Gary; Rumbles, Sally.

In: International Journal of Knowledge, Culture and Change Management, Vol. 11, 2012, p. 1-16.

Research output: Contribution to journalArticle

Harvard

Rees, G & Rumbles, S 2012, 'Continuous organizational change and burnout', International Journal of Knowledge, Culture and Change Management, vol. 11, pp. 1-16.

APA

Rees, G., & Rumbles, S. (2012). Continuous organizational change and burnout. International Journal of Knowledge, Culture and Change Management, 11, 1-16.

Vancouver

Rees G, Rumbles S. Continuous organizational change and burnout. International Journal of Knowledge, Culture and Change Management. 2012;11:1-16.

Author

Rees, Gary ; Rumbles, Sally. / Continuous organizational change and burnout. In: International Journal of Knowledge, Culture and Change Management. 2012 ; Vol. 11. pp. 1-16.

Bibtex

@article{26929d1b5ba34eb6af346ea40f20aff2,
title = "Continuous organizational change and burnout",
abstract = "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.",
author = "Gary Rees and Sally Rumbles",
year = "2012",
language = "English",
volume = "11",
pages = "1--16",
journal = "International Journal of Knowledge, Culture and Change Management",
issn = "1447-9524",
publisher = "Common Ground Publishing",

}

RIS

TY - JOUR

T1 - Continuous organizational change and burnout

AU - Rees, Gary

AU - Rumbles, Sally

PY - 2012

Y1 - 2012

N2 - 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.

AB - 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.

M3 - Article

VL - 11

SP - 1

EP - 16

JO - International Journal of Knowledge, Culture and Change Management

JF - International Journal of Knowledge, Culture and Change Management

SN - 1447-9524

ER -

ID: 129616