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Change is not a commodity. When it is considered as a discrete thing – which the author terms the “commodification of change” – with a particular brand identity, it becomes compartmentalized, finite, and tightly proscribed; it becomes a product. However, no change effort can afford such a subjective, near‐whimsical approach to enrollment. There needs to be a stronger, more compelling drive for people to participate. The author proposes that organizations resist labeling change efforts and, instead, focus on creating change programs that specifically address the change and how that change benefits both the people and the organization. A nameless approach to changes gets rid of the unnecessary resistance and stress caused by marketing‐driven processes of change. It allows everyone to stay focused on the issues the organization is confronting without being distracted or sabotaged by the busywork of selling an initiative.

It is a comforting aspect of the business world that the race is not inevitably won by the biggest and meanest kids on the block. Smaller organizations can often compete with and even outwit their larger counterparts through smart strategy. It is this approach that enabled a comparatively small player, Palm Computing (now Palm Inc.) to get the better of Microsoft for five years. Palm achieved this through intuitive use of what David B. Yoffie and Mary Kwak call a judo strategy: preventing opponents from playing to their full strengths.

Which of the following would you rather hear in your organization as you sponsor major change? Here we go again! This time, the program of the month is about “intrapreneuring” and “partnering.” Just as with quality, we’ll have a big kick‐off event, where all the bosses show up and tell us how “mission critical” change is. Then we won’t see or hear from them again, and we’ll be left with two weeks’ worth of training to attend! or … What amazes me about this organization is the way senior leaders always seem to understand how to implement change – real change. My people can tell you ten ways right now by which elements of this change help them to get their jobs done better today.

This study evaluated the effects of two employment practices, namely work flexibility and firm internal labor markets on affective and continuance organizational commitment. In addition, it examined whether such effects were gender‐specific. Survey data were obtained from a sample of 772 business executives in Hong Kong. Hierarchical regression analyses revealed that, although the two employment practices had significant and positive effects on both affective and continuance organizational commitment, they are not affected by gender.

This article provides a critical review of four constructs-organizational identification, organizational commitment, occupational identification, and occupational commitment-to advance our understanding about how public sector employees from different occupations may become psychologically attached to their organizations. This review is intended to clarify previous inconsistencies as well as spark new interest among public administration researchers to examine sources and consequences of public employees’ organizational identification and commitment. This article also elucidates about how public sector employees’ attachment to their occupations may influence their attachment to their organizations. In that effort, this article reviews interrelationships among the four constructs. Finally, based on the patterns of connections observed, a future research program including seven testable research propositions is proposed.