Organizational Change and Relational Resources  book cover
1st Edition

Organizational Change and Relational Resources

ISBN 9781032000718
Published November 19, 2021 by Routledge
264 Pages 13 B/W Illustrations

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Book Description

Transitioning organizations to the new normal following environmental shocks, economic upheavals, and technological innovations is a challenge to classic organizational management. The main reason: because no single organization knows precisely what the target of change is. Resources created and operated in relationships can support the organization in overcoming its constraints, changing faster, and adapting better.

This book takes a relational perspective on how organizations adjust and adapt to their turbulent environment. Drawing from a broad literature and empirical studies, this book offers novel insights into how businesses create, grow, and manage relationships with partners to support strategic change. It discusses the benefits of cooperating with partners and relying on shared resources, while controlling relational risks. It presents key relational processes including organizational intelligence, open culture, knowledge sharing routines, motivation, co-creation, and communication. It discusses focus areas: longevity of family firms, improving health and safety in medical services, crisis management, public administration reforms, and relational risk management.

This book is a valuable resource for researchers and students in the fields of organizational studies, organizational change, technology, and innovation management. Managers and entrepreneurs can find inspiration, motivation, and strategies for implementing and managing relationships along the value chain.

Table of Contents

Part I. Relational Perspective on Change in Turbulent Environments

1. Transforming Organizations in Turbulent Environments

Yochanan Shachmurove

2. Towards a Relational Strategic Orientation

Agnieszka Zakrzewska-Bielawska & Dorota Piotrowska

3. Change and Relational Strategies: Through an Organizational Intelligence Lens

Anna Adamik

4. Open Organizational Culture in Relationship Creation

Katarzyna Szymańska

5. Consumer Co-Creation in Organizational Change

Magdalena Kalińska-Kula

6. Organizational Change through a Motivational Perspective

Maria Prats

Part II. Effecting Change: Methods and Techniques

7. Stimulating Change with Knowledge Sharing Routines

Sylwia Flaszewska

8. Changing Organizations Using Workspace Design: The Role of Context

Punit Arora

9. Positive Communication of Change in Financial Markets

Karol Marek Klimczak, Dominika Hadro, & Jan Makary Fryczak

10. Relational Contracts and Change in Family Firms

Luiz Ricardo Kabbach de Castro

11. Strategic Crisis Management Using Relational Resources

Anna Walecka

12. Health and Safety Strategy in Medical Institutions: Employee Participation

Katarzyna Boczkowska & Konrad Niziołek

Part III. Managing Risk in Relational Strategies

13. Managing Risk Spillovers and Alliance Relational Capability

Ian P. L. Kwan

14. Managing Relational Risk in Turbulent Environments

Iwona Staniec

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Karol Marek Klimczak (PhD) is Professor of Management at Lodz University of Technology, Łódź, Poland.

Yochanan Shachmurove (PhD) is Professor of Economics and Business at the City College and the Graduate Center of the City University of New York, USA.


"The book Organizational Change and Relational Resources, co-edited by Karol Klimczak from Poland and my colleague Yochanan Shachmurove from the United States, brings together novel insights on international business strategies based in inter-organizational relationships. The book, which includes includes case studies taken from Brazil, India, Israel, Poland, the United Kingdom and the United States, may be of use to managers, policymakers, and students." Paul Krugman, Ph.D, Distinguished Professor, Graduate Center of the City University of New York, recipient of the 2008 Nobel Memorial Prize in Economic Sciences.

"Organizational Change and Relational Resources brings novel insights on business strategies seen from the perspective of inter-organizational relationships. I recommend this book to managers and students looking for a comprehensive resource on the relational view, stakeholder involvement, governance and relational risk management." Wojciech Czakon, Chair of Strategic Management Department at the Faculty of Management and Social Communication, Jagiellonian University, Carcow, Poland.

"Few topics are as timely in 2021 as that of succeeding in implementing strategic change in turbulent environments. The concepts, evidence and practical case studies collected in "Organizational Change and Relational Resources" help design and implement strategic change in organizations. I would recommend it to business leaders and scholars alike." Tomasz Obloj, Associate Professor of Strategy and Chair of the Strategy and Business Policy department at HEC Paris

"Organizational change is a perennial and ubiquitous subject of organization theory and practice. The unique positioning of the present collection of essays is the pursuit of a relational perspective to study the formation and implementation of organizational change. The volume is rooted in resource-based theories and deals with a multiplicity of tasks, methods and strategies to accomplish effective change." Till Talaulicar, Department of Organization and Management, University of Erfurt, Germany

"Organizational Change and Relational Resources provides a welcome and under-researched perspective on change. Most books on change implicitly assume that it is something that is managed and occurs within the boundaries of independent organisations. This book rightly argues that inter-organizational relationships, whether they be with suppliers, clients or competitors, are at the forefront of strategic change. Though they are very difficult to achieve, such initiatives create important resources that can only be fully developed and exploited jointly. I strongly recommend this book to anyone that has an interest in managing and changing organisations, whether they be students, academics, or practitioners." Bernard Burnes, Professor of Organisational Change, Stirling Management School, University of Stirling, United Kingdom