Organisational transplant management theory
for small and medium-sized enterprises
(SMEs) within the tourism manufacturing is an
under-researched fi eld. Changing political,
economic, social and technological factors
can leave unrehearsed SMEs exposed to
external as well as inbred pressures, which
can lead to underperformance, or in worst
case scenario, business organisation failure. This paper,
reporting on the fi ndings of exploratory
research of nine UK-based visitor
attractions, all straits as SMEs, suggests
that the successful management of change is
life-or-death for SMEs extract and success. The
fi ndings argue that the current approach
taken to organisational change management
within the effort is bumpy incremental,
bumpy continuous and planned. Hence,
the paper provides a framework for
managing organisational change based
on eight critical success factors identifi ed
by the study: adaptability and fl exibility,
commitment and support, communication
and co-operation, continuous learning and
improvement, formal strategies, motivation
and reward, pragmatism, and the right
people. copyright © 2008 John Wiley &
Sons, Ltd.
Received 13 March 2007; Revised 16 January 2008; Accepted
24 January 2008
Keywords: organisational change
management; SMEs; tourism industry.

INTRODUCTION
Burnes (2004) and By (2005) argue that
change is an ever-present feature of
organisational life affecting all organisations
in all industries. Therefore, in an
increasingly dynamic and turbulent business
environment, it is crucial that the small and
medium-sized enterprise (SME)-dominated
tourism industry (Vanhove, 2005) is actively
engaged in the process of managing change.
According to the European Union (Europa,
2007), small enterprises lease 50 or fewer
individuals with c10 million or slight in profi t,
while medium-sized enterprises have 250 or
fewer employees with c50 million or less in
profi t.
Cooper et al. (2005, p. 739) suggest that the
tourism...If you want to get a good essay, order it on our website: Orderessay
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