The key developments and advancements in organizational change over the last century are the result of the research, theories, and practices of seminal scholars in the field. While most books simply outline a theorist's model, this handbook provides invaluable insight into the contexts and motivations behind their contributions. Organized alphabetically, this handbook presents inspiring and thought-provoking profiles of prominent organizational change thinkers, capturing the professional background of each and highlighting their key insights, contributions, and legacy within the field of organizational change. This updated edition add 29 profiles to the 87 original profiles. By bringing these scholars' experiences to life, we can begin to understand the process of organizational change and analyze what remains to be done for organizations today. This book is the first of its kind - the go-to source for learning about the research and practice of organizational change from those who invented, built, and advanced the field. This comprehensive handbook will help researchers and students to develop their organizational change research agendas, and provide practitioners with concepts, theories, and models that can easily be applied to the workplace to lead change more effectively.
Auflage
Sprache
Verlagsort
Verlagsgruppe
Springer International Publishing
Zielgruppe
Editions-Typ
Illustrationen
35 farbige Abbildungen, 38 farbige Tabellen, 59 s/w Abbildungen
XL, 1998 p. 94 illus., 35 illus. in color. Print + eReference.
Maße
Höhe: 23.5 cm
Breite: 15.5 cm
ISBN-13
978-3-030-38325-1 (9783030383251)
DOI
10.1007/978-3-030-38324-4
Schweitzer Klassifikation
David B. Szabla Organizational Change Leadership, College of Education and Human Development, Western Michigan University, Kalamazoo, MI, USA
David B. Szabla leads the M.A. and Ph.D. in organizational change leadership programs in the Department of Educational Leadership, Research and Technology at Western Michigan University where he teaches course in group dynamics, largescale change, and organization design. His research and writing center on resistance to change and the relationships among the content, process, and context of organizational change. David is recognized by executive business leaders for strong diagnostic, intervention design, and evaluation skills, as well as keen communication, creative problem-solving, and program management capabilities. He has been published in Research in Organizational Change and Development, Human Resource Development Quarterly, Emergence: Complexity and Organization, and The International Journal of Knowledge, Culture, and Change Management. He is a member of the Management Consulting and Organization Development and Change Divisions of the Academy of Management, the Society for Industrial and Organizational Psychology, and the International Leadership Association.
