Change is all pervasive. Technologies of production, communication and travel are rapidly evolving. The impact of globalization on our experience of living and working is still increasing and organizations have to function in environments that are continually changing.
A prime task of the manager is how to manage change effectively in such turbulent environments. Change Management is, therefore, a topic that has generated considerable writing. The aim of this set of volumes is to provide a carefully selected comprehensive collection of well-regarded, seminal articles on this subject, such as would be used by academics and advanced students in the field.
This collection is divided into eight sections:
Section 1: The Imperatives for Change
Section 2: Early Writing on Change
Section 3: The Human Relations School
Section 4: The Systems Approach
Section 5: Strategy
Section 6: Leadership
Section 7: Improvement and Innovation
Section 8: Critical Approaches
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ISBN-13
978-1-84787-901-1 (9781847879011)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Derek S. Pugh is Emeritus Professor of International Manage-ment at the Open University, United Kingdom, having previously been at the Universities of Edinburgh and Aston, the London Business School, and the Open University Business School. He has been a visiting professor at business schools in France, Germany, Israel, and Italy and is a Fellow of the British Psychological Society, the Royal Statistical Society, the Italian Academy of Business Administration, and the International Acad-emy of Management. He has served as Chairman and Honorary Vice-President of the Association of Teachers of Management of the United Kingdom and as editor of the newsletter of the British Academy of Management. He is a founding Academician of the British Academy of Learned Societies for the Social Sciences, and an Honorary Fellow of the University of Northampton.
Professor Pugh is joint author and editor of 12 books, including the first three volumes of the Aston research program: PUGH, D.S. (ed.) The Aston Programme, vols 1, 2 and 3, Ashgate(Dartmouth), 1998. His latest books are Great Writers on Organizations: The Second Omnibus Edition (2000, Dartmouth Publishing, with David J. Hickson), How to Get a Ph.D. (4th ed., 2005, Open University Press, with Estelle M. Phillips), Management Worldwide (enhanced ed., 2001, Penguin Books, with David J. Hickson), and Anglo-German Business Collaboration: Pitfalls and Potentials (1996, Macmillan, with Dagmar Ebster-Grosz). His edited volume Organization Theory: Selected Classic Readings (5th ed., Penguin Books) appears in 2007.
VOLUME I
Imperatives for Change
Industry in a New Age - T. Burns
The Causal Texture of Organizational Environments - F. E. Emery and E.L. Trist
Technological Discontinuities and Organizational Environments - M. L. Tushman and P. Anderson
The Leadership Gap - A. Zaleznik
Cultural Constraints in Management Theories - G. Hofstede
Competing in the New Economy: Managing out of bounds - G. Hamel and C. K. Prahalad
The Capitalist Threat - G. Soros
Strategy in a World Without Borders - K. Ohmae
Early Writing on Change
The Human Effect of Mechanization - E. Mayo
Frontiers in Group Dynamics: Concept, method and reality in social science; social equilibria and social change - K. Lewin
Achieving Change in People: Some applications of group dynamics theory - D. Cartwright
Some Social and Psychological Consequences of the Longwall Method of Coal-Getting: An examination of the psychological situation and defences of a work group in relation to the social structure and technological content of the work system - E. L. Trist and K. W. Bamforth
Group Dynamics: A re-view - W. R. Bion
Organizational factors in the theory of oligopoly - R. M. Cyert and J. G. March
Contributions to Administration by Alfred P. Sloan, Jr., and GM - E. Dale
The Science of Muddling Through - C. Lindblom
A New Role for the Behavioral Sciences: Effecting organizational change - W. G. Bennis
Hawthorne Revisited: The legend and the legacy - W. F. Dowling
The Spread of the Multidivisional Form Among Large Firms, 1919-1979 - N. Fligstein
VOLUME II
The Human Relations School
Overcoming Resistance to Change - L. Coch and J. R. P. French
Organizational Development: credits and debits - G. Strauss
Understanding and Managing Organizational Change - D. Pugh
Coming to a New Awareness of Organizational Culture - E. H. Schein
Explaining Development and Change in Organizations - A. H. van de Ven & M. S. Poole
Why the Psychoanalytical Approach to Understanding Organizations is Dysfunctional - E. Jaques
Trust as an Organizing Principle - W. McEvily, V. Perrone & A. Zaheer
Kurt Lewin and the Planned Approach to Change: A re-appraisal - B. Burnes
The Systems Approach
A Strategic Contingencies' Theory of Intra-organizational Power - D. J. Hickson et al
The History and Status of General Systems Theory - L. von Bertalanffy
Towards a Systems-based Methodology for Real-world Problem Solving - P. Checkland
The Evolution of Sociotechnical Systems as a Conceptual Framework and as an Action Research Program - E. L. Trist
Defining System Requirements to Meet Business Needs: A case study example - E. Mumford
Systems Thinking and Organizational Learning: Acting locally and thinking globally in the organization of the future - P. Senge & J. Sterman
Ambidextrous Organizations: Managing evolutionary and revolutionary change - M. L. Tushman and C. A. O'Reilly III
VOLUME III
Strategy
Long-range Planning: Challenge to management science - P. Drucker
Marketing Myopia - T. Levitt
Strategy Formulation as a Learning Process: An applied managerial theory of strategic behaviour - I. H. Ansoff
Of strategies, Deliberate & Emergent - H. Mintzberg and J. A. Waters
Strategy and Structural Adjustment to Regain Fit and Performance: In Defence of Contingency Theory - L. Donaldson
Context and Action in the Transformation of the Firm - A. Pettigrew
Creating Organizational Order Out of Chaos: Self-renewal in Japanese firms - I. Nonaka
Making Fast Strategic Decisions in High-Velocity Environments - K. M. Eisenhardt
The Aftermath of Organizational Decline: A longitudinal study of the strategic and managerial characteristics of declining firms - R. A. D'Aveni
The Core Competence of the Corporation - G. Hamel and C. K. Prahalad
The Design School; Reconsidering the basic premises of strategic management - H. Mintzberg
The Resource-Based Theory of Competitive Advantage: Implications for strategy formulation - R. M. Grant
What is Strategy? - M. E. Porter
Dynamic Capabilities & Strategic Management - D. J. Teece, G. Pisano and A.Shuen
Strategy and Learning - A. P. de Geus
In Defense of Strategy as Design - J. M. Liedtka
Changing the Language of Change: How new contexts and concepts are challenging the ways we think and talk about organizational change - R. J. Marshak
VOLUME IV
Leadership
How to Choose A Leadership Pattern - R.Tannenbaum and W. H. Schmidt
The Romance of Leadership - J. R. Meindl, S. B. Ehrlich, & J. M. Dukerich
Successful vs. Effective Real Managers - F. Luthans
Managerial Leadership: A review of theory and research - G. Yukl
The Motivational Effects of Charismatic Leadership: A self concept based theory - B. Shamir, R. J. House & M. B. Arthur
Building a Visionary Company - J. C. Collins and J. I. Porras
Team Leadership - S. J. Zaccaro et al.
Improvement and Innovation
Organizational Innovation and Structure - L. Kim
Managing Innovation: Controlled chaos - J. B. Quinn
A Theory of Innovation Processes for Computer-Aided Manufacturing Technology - D. Gerwin
Organizational Innovation: A meta-analysis of effects of determinants and moderators - F. Damanpour
Managerial Fads and Fashion: The diffusion and rejection of Innovations - E. Abrahamson
From Lean Production to the Lean Enterprise - J. P. Womack & D. T. Jones
The Challenge for Strategists - N. Venkatraman
High-involvement Innovation Through Continuous Improvement - J. Bessant and S. Caffyn
From Business Reengineering to Business Process Change Management: A longitudinal study of trends and practices - V. Grover
The Era of Open Innovation - H. Chesbrough
Critical Approaches
A Garbage Can Model of Organizational Choice - M. D. Cohen, J. G. March & J. F. Olsen
The Population Ecology of Organizations - M. T. Hannan and J. Freeman
Institutionalized Organizations: Formal structure as myth and ceremony - J. W. Meyer and B. Rowan
The Iron Cage Revisited: Institutional isomorphism and collective rationality in organizational fields - P. J. DiMaggio and W. W. Powell
Enacted Sensemaking in Crisis Situations - K. E. Weick
At the Critical Moment: Conditions and prospects for critical management studies - V. Fournier & C. Grey
A Processual Analysis of HRM-based Change - H. Francis and J. Sinclair
