First published in 1992. Organisational change and innovation has been at the centre of much management literature, which has been informed by debates in organizational behaviour and strategic management. The psychology of how people in organizations adapt to and manage change is key to our understanding of the processes by which such changes can occur successfully.
Organizational Change and Innovation brings together the recent research findings of leading European work and organization psychologists, who take stock of existing theories about organizational change in the light of new case material. Their findings, from a range of cultural and national contexts, challenge some previously accepted models and set a new agenda for future research. In particular, the volume provides new perspectives on the person organization relationship; the political qualities of organizational change; the input-output model of organizations as entities; and finally on research methodology.
Table of Contents
List of Figures; List of Tables; Preface; 1. Organizing Change and Innovation: Challenges for European Work and Organizational Psychology Dian Marie Hosking and Neil Anderson; Part 1: Strategic Change; Introduction Dian Marie Hosking; 2. Myths of Managing Change Andrew Crouch, Amanda Sinclair and Philippa Hintz 3. Radical Change within a British University A. Ian Glendon 4. Strategic Decision Making in Organizations: A Research Model and Some Initial Findings J. Pool and P. L. Koopman 5. Towards a Model of Strike Organization: Meanings and Their Management David Waddington; Part 2: Innovation and Change; Introduction Neil Anderson; 6. Innovation Projects in Organizations: Complementing the Dominant Logic by Organizational Learning René Bouwen, Jan De Visch and Chris Steyaert 7. Work Group Innovation: A State-of-the-Art Review Neil Anderson 8. Individual Transitions, Role Learning and Innovation Georgina M. Jackson and Nigel Nicholson; Part 3: Technical Change and Work Organization; Introduction Robin Martin; 9. Holistic and Participative (re)Design: Contemporary STSD Modelling in The Netherlands Frans M. van Eijnatten, Annelies M. Hoevenaars and Christel G. Rutte 10. The Management of Strategies for Internal Labor Market Flexibility Walter S. Mueller and John L. Cordery 11. Changing Towards Human-Centred Technology Gillian Symon 12. Computer Aided Manufacturing and Job Design Robin Martin and Keith Davids; Part 4: Change Methods and Methodologies; Introduction Neil Anderson and Dian Marie Hosking; 13. Methodologies of Organizational Change: The Need for an Integrated Approach Donata Francescato and Mario Tancredi 14. Planned and Unplanned Organizational Change: Consequences and Implications Jocelyne M. Ernecq 15. Responding to a Changing Environment: An Action Research Case Study Catherine Cassell and Mike Fitter; Author Index; Subject Index