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‘Engage For Change’: The Development of a Radical Change Engagement (RCE) Model

Bennett, Hadyn, McCracken, Martin and O'Kane, Paula (2018) ‘Engage For Change’: The Development of a Radical Change Engagement (RCE) Model. Journal of General Management, 43 (3). pp. 115-125. [Journal article]

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DOI: 10.1177/0306307017749619


This paper reports on the management and outcomes of a radical change programme within a public sector agency. The findings reveal a significant divergence between management and employee experiences of the change process, and significant differences in outcome perceptions. While management remain adamant that radical change has been achieved, employees report much more limited, incremental change - a position supported by the research findings. Using a grounded theory approach, the paper seeks to explain the reasons for radical change failure, and based on these proposes a ‘Radical Change Engagement’ (RCE) model for use during such periods. While based on public sector research, it is contended that the model has implications and applicability for any organisation undergoing radical change.

Item Type:Journal article
Keywords:Radical Change; Employee Engagement; Communication; Public Sector
Faculties and Schools:Ulster Business School > Department of Management and Leadership
Ulster Business School
Research Institutes and Groups:Business and Management Research Institute
ID Code:39244
Deposited By: Dr Martin McCracken
Deposited On:08 Jan 2018 16:04
Last Modified:19 Apr 2018 15:27

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