Psychodynamic Perspectives On Organizational Change And Their Relevance To Transformational Practice Development

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dc.contributor.author Walsh, K
dc.contributor.author Crisp, J
dc.contributor.author Moss, C
dc.date.accessioned 2012-02-02T11:01:05Z
dc.date.issued 2011-01
dc.identifier.citation International Journal Of Nursing Practice, 2011, 17 (2), pp. 205 - 212
dc.identifier.issn 1322-7114
dc.identifier.other C1 en_US
dc.identifier.uri http://hdl.handle.net/10453/15607
dc.description.abstract Psychodynamic perspectives on organizational change and their relevance to Transformational Practice Development In this paper we draw on the organizational psychodynamic literature, from Menzies 1960 seminal work to contemporary writers such as Manfred
dc.publisher Wiley-Blackwell
dc.relation.isbasedon 10.1111/j.1440-172X.2011.01926.x
dc.title Psychodynamic Perspectives On Organizational Change And Their Relevance To Transformational Practice Development
dc.type Journal Article
dc.parent International Journal Of Nursing Practice
dc.journal.volume 2
dc.journal.volume 17
dc.journal.number 2 en_US
dc.publocation Malden en_US
dc.identifier.startpage 205 en_US
dc.identifier.endpage 212 en_US
dc.cauo.name FOH.Faculty of Health en_US
dc.conference Verified OK en_US
dc.for 1110 Nursing
dc.personcode 867583
dc.personcode 998908
dc.percentage 100 en_US
dc.classification.name Nursing en_US
dc.classification.type FOR-08 en_US
dc.edition en_US
dc.custom en_US
dc.date.activity en_US
dc.location.activity WOS:000288756900015 en_US
dc.description.keywords workplace culture, organizational change, Practice Development, psycho en_US
dc.description.keywords NA
pubs.embargo.period Not known
pubs.organisational-group /University of Technology Sydney
pubs.organisational-group /University of Technology Sydney/Faculty of Health
pubs.organisational-group /University of Technology Sydney/Strength - Health Services and Practice Research
utslib.copyright.status Closed Access
utslib.copyright.date 2015-04-15 12:17:09.805752+10
utslib.collection.history Closed (ID: 3)


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