
Organizational Change and Strategy
An Interlevel Dynamics Approach
Routledge (Publisher)
1st Edition
Published on 15. June 2006
Book
Hardback
234 pages
978-0-415-37816-1 (ISBN)
Article exhausted; check for reprint
Description
This cutting-edge text shows how large scale organizational change is in fact a complex iteration of individual, team, interdepartmental and organization processes whereby each continually and systematically influences the others (a topic often neglected by ODC and strategy books). Traditionally, strategy and organization development and change have occupied different worlds; one grounded in the economic and management sciences, the other in the applied behavioural sciences. In this enlightening text, Coghlan and Rashford abridge these two worlds using a framework of organizational levels.
In this important text, the authors here clearly demonstrate how such processes are brought together in an interlevel approach. They focus on the involvement of such players as:
individuals (CEO, senior managers and others)
teams (senior management team, board, other teams)
inter-departmental groups (inter-team)
the organization (in its external relations).
This interdepartmental aspect of most organizations is critical to developing and deploying strategic actions, yet is often never discussed.
Exploring both the external and internal discontinuous nature of forces for change, this book guides the reader through the intricacies of this highly complex subject. Expertly combining theory with practice, it will be a valuable book for masters level and advanced undergraduate students, and for all those concerned with strategy and change.
In this important text, the authors here clearly demonstrate how such processes are brought together in an interlevel approach. They focus on the involvement of such players as:
individuals (CEO, senior managers and others)
teams (senior management team, board, other teams)
inter-departmental groups (inter-team)
the organization (in its external relations).
This interdepartmental aspect of most organizations is critical to developing and deploying strategic actions, yet is often never discussed.
Exploring both the external and internal discontinuous nature of forces for change, this book guides the reader through the intricacies of this highly complex subject. Expertly combining theory with practice, it will be a valuable book for masters level and advanced undergraduate students, and for all those concerned with strategy and change.
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
College/higher education
Illustrations
49 s/w Abbildungen, 20 s/w Zeichnungen, 29 s/w Tabellen
20 Line drawings, black and white; 29 Tables, black and white; 49 Illustrations, black and white
Dimensions
Height: 234 mm
Width: 156 mm
Weight
567 gr
ISBN-13
978-0-415-37816-1 (9780415378161)
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 Classification
Other editions
New editions

David Coghlan | Nicholas Rashford | Joao Neiva de Figueiredo
Organizational Change and Strategy
An Interlevel Dynamics Approach
Book
12/2015
2nd Edition
Routledge
€232.00
Shipment within 10-20 days
Additional editions

Book
06/2006
1st Edition
Routledge
€73.31
Article exhausted; check for reprint
Persons
David Coghlan is a member of the faculty of the School of Business Studies, University of Dublin, Trinity College, Ireland.
Nicholas S. Rashford is University Professor at Saint Joseph's University, Philadelphia, Pennsylvania, USA.
University of Dublin, Ireland
St. Joseph's University, Philadelphia, USA
Nicholas S. Rashford is University Professor at Saint Joseph's University, Philadelphia, Pennsylvania, USA.
University of Dublin, Ireland
St. Joseph's University, Philadelphia, USA
Content
List of Figures. List of Tables. Part 1: Levels and Interlevels 1. Organizational Levels: Theory and Practice 2. Interlevel Dynamics Part 2: Interlevel Change 3. The Process of Learning and Change 4. The Interlevel Dynamics of Large System Change 5. Phases and Levels of Change Part 3: The Strategy Process through Interlevel Change 6. Introduction to Strategy and the Five Strategic Foci 7. Framing the Corporate Picture 8. Naming the Corporate Words 9. Doing Corporate Analysis 10. Choosing and Implementing Corporate Actions 11. Evaluating Corporate Actions 12. The Relationships between the Five Strategic foci Part 4: Integration 13. The Great Atlantic and Pacific Team Company Case. Finale. References. Appendices. Index