ere are some disagreements over the large-scale system-wide change programmes and
its e ectiveness on the future of the organization. Some critiques argue that the need for
rapid response has led to the irrelevance of system-wide cultural changes and have suggested
more speci c situational interventions such as virtual team building and management of
merger process (Herman 2000). It has also been proposed that the old model of organizations
as the centre of the universe, with its customers, share-owners, suppliers, etc. rotating around
it, is no longer applicable in the “new-era” organizations (Herman 2000). ...
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