Since the 1990s, change management has received considerable attention as the new paradigm for the management of organisational transformations as well as behavioural and motivational changes within both for-profit and non-profit organisations. As such, constant changes have also become the new “normality” in education and social service organisations. It is inherent to organisations to be confronted permanently and simultaneously with different ‘rationalities’ of their stakeholders. As hybrid organisations, they have to mediate between the logics of governmental, marketbased, and societal structures (Brandsen et al., 2005). This is also crucial in the light of the various challenges related to the integration of digital technologies into almost all areas of education and social services and the development of new virtual business cultures within those organisations.
| Identifer | oai:union.ndltd.org:DRESDEN/oai:qucosa:de:qucosa:74133 |
| Date | 11 March 2021 |
| Creators | Arnold, Maik |
| Contributors | Technische Universität Dresden |
| Publisher | TUDpress |
| Source Sets | Hochschulschriftenserver (HSSS) der SLUB Dresden |
| Language | English, German |
| Detected Language | English |
| Type | info:eu-repo/semantics/publishedVersion, doc-type:conferenceObject, info:eu-repo/semantics/conferenceObject, doc-type:Text |
| Rights | info:eu-repo/semantics/openAccess |
| Relation | 978-3-95908-21-1, urn:nbn:de:bsz:14-qucosa2-728085, qucosa:72808, 978-3-95908-21-1 |
Page generated in 0.0019 seconds