© 2003 – Routledge
This book highlights the theoretical and practical value of using a processual perspective to make sense of organizational change. Featuring data collected over 20 years of fieldwork, it does much more than provide a simple overview of theory and change models and instead makes the processual approach understandable and accessible to both researchers and practitioners.
The author's case studies of radical and large-scale change programmes include those from General Motors, Pirelli, Shell, Britax and Laubman and Pank, and considers aspects of processual research, the context, politics, and substance of change and finally the future of the processual perspective. This is an innovative and highly practical study that captures the truly complex processes of the changing organization and illustrates how best to understand them from a processual point of view.
1. Introduction 2. A Processual Approach to Understanding Change 3. The Context of Change at Pirelli Cables 4. The Politics of Change at General Motors 5. The Substance of Change at Shell Expro and Britax Industries 6. Conceptualising Processual Research: Methodological Orientation and the Design of Longitudinal Studies 7. Doing Processual Research: Tacit Knowledge, Data Collection and Data Analysis 8. Disseminating Processual Research: The Written Case Study 9. Conclusion: The Process of Organisational Change
It is often stated that some 70% of all change projects fail. Though this figure can be disputed, it is nevertheless clear that managing change is one of the most difficult tasks facing organizations today. In response to this, writers offer a wide range of theories and advice designed to aid managers and scholars in understanding and managing change, but which seem merely to overwhelm them with a profusion of competing and conflicting advice and approaches. In many respects, change is a field which epitomises the ‘rigor-relevance’ debate. We have many approaches to change which are built on sound research and robust theories, but which appear to lack relevance for managers. We also have a vast array of nostrums, practices and tools which managers use, but which appear to lack methodological or theoretical foundations.
The aim of this series is to cut through the confusion surrounding the study and practice of change by providing comprehensive and in-depth studies of existing and emerging approaches to change. The rationale for the series is that we cannot understand organizational change sufficiently nor implement it effectively unless we can evaluate the various approaches in terms of the evidence which underpins them, what they seek to achieve and how and where they can be applied. In particular, the series seeks to address, but is not limited to, the following questions: