Jean M. Bartunek, the 2001-2002 President of the Academy of Management, has written an excellent scholarly book on organizational and educational change. Using a joint insider/outsider approach, this book tells the story of a change agent group--a group of teachers--that was creating change in its organization setting, a Network of Independent Schools. The group's focus was on empowerment and professional development for teachers in the Network. The book describes virtually everything that happened in the group over its first seven years and summarizes what happened during its final two years. It explores the identity, work, and evolution of change agent groups in organizations, with particular emphasis on teachers and educational change. Through the book's extensive quotations and narrative account, the reader is enabled to enter into the world of the teacher group studied over the course of its nine-year history.
In addition, the book includes analysis of the underlying processes involved in the change, focusing on the change agent group's identity, its actions and relationships with stakeholders as they jointly evolved over time, and their impacts on the vitality of the change effort. It contributes a new understanding of fundamental processes involved in organizational change, especially when viewed from the perspective of change agents. In addition, the book provides practical implications for change agents, specifically change agents in schools. As such, this account will be useful for graduate students and researchers in organizational change, educational leadership, and professional development. It is a part of Lawrence Erlbaum Associates growing series in organization management.
"This book is a remarkable achievement…it is an exceptional piece of longitudinal ethnographic research….another strength of the book lies in its rounded organizational and writing style, with an excellent balance between narrative description and theory….All in all, this is a superb piece of work: an exemplar of careful and sensitive ethnographic work that makes a significant contribution to organization studies."
"This superb book is essential reading for anyone interested in the formation and maintenance of organizational identity and in the attempt to create and manage change."
Carlson School of Management, University of Minnesota
"What a rare and wonderful account of a group creating organizational innovation! Using her triangular method of analysis, Jean Bartunek provides a vivid understanding of the life of this group over time. So many are searching for better paths to organizational change. This book offers a valuable base on which to build."
—Jean Baker Miller
Clinical Professor of Psychiatry, Boston University Medical School and Wellesley
"The work is excellently researched, well documented and theoretically focused on important topics to the field."
University of Akron
Contents: A. Brief, J. Walsh, Series Editors' Foreword. Preface. The Foundations for the Work. The Founders' Vision and Design for the NFDC. An Exciting and Sometimes Difficult Beginning. The NFDC Begins to Implement Its Initiatives. A Year of Challenges. Trembling on the Edge. Dispersing Energies. A Role for the NFDC. The Vision Dims. The Triangle Model of Change Agent Group Dynamics: Evolving Identity, Actions, and Stakeholder Relationships in a Change Agent Group Setting. D.R. Wood, Implications of the NFDC's Work for Educational Policy. The Story Ends.
The Organization and Management Series publishes books that establish innovative avenues of inquiry or significantly alter the course of contemporary research in an established area.
Taking a broad view of the domain of organization and management scholarship, the editors seek to publish theoretical and empirical works grounded in a variety of disciplinary perspectives that focus on units of analysis ranging from individuals to industries. In addition, the series welcomes purely methodological contributions, as well as edited volumes of original essays.
Manuscript proposals should be sent to: Art Brief, Department of Management, University of Utah, 1645 E Campus Center Drive #105, Salt Lake City, Utah 84112-9304 (firstname.lastname@example.org), Michael Frese (email@example.com), Kim Elsbach (firstname.lastname@example.org), and Christina Chronister (email@example.com).