Organizations change. They grow, they adapt, they evolve. The effects of organizational change are important, varied and complex and analyzing and understanding them is vital for students, academics and researchers in all business schools.
The Routledge Companion to Organizational Change offers a comprehensive and authoritative overview of the field. The volume brings together the very best contributors not only from the field of organizational change, but also from adjacent fields, such as strategy and leadership. These contributors offer fresh and challenging insights to the mainstream themes of this discipline.
Surveying the state of the discipline and introducing new, cutting-edge themes, this book is a valuable reference source for students and academics in this area.
Table of Contents
Introduction: The Emergence of Organizational Change Part 1: Planned Change and Organization Development Introduction 1. Kurt Lewin and the Origins of OD 2. Kurt Lewin’s Vision of Organizational and Social Change: The Interdependence of Theory, Research and Action/Practice 3. Organization Development and Action Research: Then and Now 4. The Early Cold War Politics of Action Research and Group Dynamics 5. Organization Development and International Contexts: Values, Controversies and Challenges 6. Appreciative Inquiry: Theory and Critique 7. Images of Organization Development: The Role of Metaphor in Processes of Change Part 2: Newer Approaches to Change Introduction 8. The Contribution of the Processual Approach to the Theory and Practice of Organizational Change 9. Understanding the Emergent Approach to Change 10. Complexity Ethics 11. Narratives of Coherence: The Role of Affordances and Homologies 12. Storytelling in Systemicity and Emergence: A Third Order Cybernetic Part 3: Perspectives on Change Introduction 13. A Dramaturgical Approach to the Practice of Managing Change 14. Designing for Change with Critical Scenario Method 15. Organizations Unbound: Psychodynamic Perspectives on Organizational Restructuring 16. Contemporary Realism and Organizational Change 17. Organization Theory, Power and Changing Institutions 18. Organizational Change and Dialectic Processes 19. Critical Theories of Organizational Change Part 4: Change in Practice Introduction 20. Leadership and Change: Whatever Happened to Ethics? 21. Management Fads and Fashions 22. Organizational Entrapment 23. Power and Discourse in Organizational Change: The Case of Implementing Enterprise Resource Planning Systems 24. Cultural Change 25. Changing Attitudes to Employee Attitudes to Change: From Resistance to Ambivalence and Ambiguity 26. Narrating Organizational Change 27. Governance and Organizational Change Part 5: Key Issues Introduction 28. The Ambiguity Paradox in Cultural Change 29. Organizational Change as Imperialism 30. OD Discourse and Domination 31. Practices of Stakeholder Engagement and Identity Dynamics 32. Reflections on Polyphonic Organization 33. Helping Diversity Matter: Fostering Liminal Spaces for Authentic Interaction in the Face of Change 34. Making Sense of Gender and Organizational Change: A Feminist Review of Certain Articles 35. The Moral of the Story: Ethics, Narrative, and Organizational Change Part 6: The Future Introduction 36. Organization Change: The Aesthetic Dimension 37. Sustainability and Organizational Change 38. Rethinking the Change Project 39. The Promise of Re-enchantment: Organizational Change and the Spirituality at Work Movement 40. Social Materiality: A New Direction in Change Management and Action Research Postscript Change in a Changing World: Where Now?
David M. Boje is Bill Daniels ethics fellow, and Professor in the Management Department at New Mexico State University, USA. He is also President of Standing Conference for Management & Organization Inquiry. His main research is the interplay of storytelling, strategy and complexity.
Bernard Burnes is Professor of Organizational Change in the Manchester Business School at the University of Manchester, UK. His teaching and research cover organizational change in its broadest sense. This includes the history, development and current state of organizational change, organizational and inter-organizational behaviour, leadership, strategy and culture.
John Hassard is Professor of Organizational Analysis at Manchester Business School, UK and Fellow in Management Learning at the Judge Business School, Cambridge, UK. Previously he taught at the London Business School and universities of Cardiff and Keele. His research interests lie in organizational sociology, management history and change management.
'A feast for the mind and soul. Summing Up: Highly recommended. Graduate students, researchers, faculty, and practitioners.' - G. E. Leaf, independent scholar, CHOICE
'A sorely needed overview of the contemporary areas and topics linked to organizational change.' - Suzanne Benn, Macquarie University, Australia