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Organisational Change Agents and (Un)wanted and (Un)intended Outcomes | OMICS International | Abstract
E-ISSN: 2223-5833

Arabian Journal of Business and Management Review
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Research Article

Organisational Change Agents and (Un)wanted and (Un)intended Outcomes

Towers I1* and Ternès A2

1Programme Director, International Business Administration, SRH Hochschule Berlin, Germany

2Professor, SRH Hochschule Berlin, Germany

*Corresponding Author:
Ian Towers
Programme Director, International Business Administration
SRH Hochschule Berlin
Ernst-Reuter-Platz 1010587 Berlin, Germany
Tel: +49 (0) 30 374 374 340
Fax: +49 (0) 30 374 374 376
E-mail: [email protected]

Received date: July 29, 2015 Accepted date: August 25, 2015 Published date: September 04, 2015

Citation: Towers I, Ternès A (2015) Organisational Change Agents and (Un) wanted and (Un)intended Outcomes. Arabian J Bus Manag Review 5:165. 

Copyright: © 2015 Towers I, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.


This paper shows how the behaviour of a single change agent affected outcomes. The mechanisms were demonstrated through which actions contributed to the non-achievement of planned outcomes and to the appearance of unintended, unwanted and unpredicted outcomes. The investigating was carried to establish if there were differences between good and bad change agents and also to investigate a change in an organisation with offices in several locations and analyse what happens when an organisational level change is implemented at each of the sites. By doing so we will be able to make comparisons between several change agents in a similar situation. Comparison change processes in several companies to determine the role played by structure in change management compares to the role played by agency.