This paper discusses the results of a study of communication and rumour among frontline staff during an organisational change at a large Australian metropolitan university, and relates the findings to the literature and research surrounding rumour during organisational changes. Secondly, it describes the measures undertaken in a second organisational change, as a result of these lessons learned, to minimise the amount of rumour circulating and address their basic content.
|Number of pages||12|
|Journal||International Journal of Knowledge, Culture and Change Management|
|Publication status||Published - 2008|