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1st Edition

The Routledge Companion to Organizational Change





ISBN 9780203810279
Published October 2, 2012 by Routledge
624 Pages 41 B/W Illustrations

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Book Description

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?

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Editor(s)

Biography

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.

Reviews

'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