This book offers a holistic introduction to Organizational Change Management through a distinct and timely perspective of organizational change agency. It takes a highly practical and unique approach, with cutting-edge chapters on digital transformation, creativity, power and inclusivity and diversity.
Key features include:
Case Studies based on real companies, which can be used to study chapter topics across a variety of international contexts, industries, and organizational forms.
Experiential and Discussion Activities which provide an opportunity to gain invaluable insight needed in the workplace.
Sprache
Verlagsort
Zielgruppe
Für höhere Schule und Studium
Maße
Höhe: 249 mm
Breite: 195 mm
Dicke: 26 mm
Gewicht
ISBN-13
978-1-5297-9225-6 (9781529792256)
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
Dr Danielle A. Tucker is a Reader (Associate Professor) in Management at Essex Business School, University of Essex, UK. Dr Stefano Cirella is a Reader (Associate Professor) in Organization Studies and Human Resource Management at Essex Business School, University of Essex, UK, and Department of Industrial Engineering, University of Trento, Italy. Dr Paul R Kelly is a Lecturer (Assistant Professor) in Organization Studies and Human Resource Management at Essex Business School, University of Essex, UK.
Part I - The strategic context of change
Chapter 1: An Introduction to Change: What Is Change and Why Do We Do It?
Chapter 2: Traditional Theories of Change: An Overview
Chapter 3: The Role of Strategy and the External Environment in Driving Change
Part II - An approach based on change makers
Chapter 4: Change Makers and Change Agents: Diverse Roles and Common Challenges
Chapter 5: Perspectives on Digital Transformation
Chapter 6: Change and Voice: Inclusivity, Equality and Diversity
Part III - Current issues on change
Chapter 7: Leadership and Organizational Change
Chapter 8: Power and Resistance in organizational Change
Chapter 9: Change and Creativity: Enhancing the Power of Collective Creativity
Chapter 10: Change and Innovation: Exploring Collaborative Models
Chapter 11: Evaluating Change: From Metrics to Networks
Chapter 12: Learning, Collaborative Research and Knowledge Sharing
Part IV Integrated Case Studies
Chapter 13: How to use the integrated case studies
