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Change Management
Four Volume Set
Edited by:
June 2009 | 1 744 pages | SAGE Publications Ltd
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
VOLUME I
Imperatives for Change
T. Burns
Industry in a New Age
F. E. Emery and E.L. Trist
The Causal Texture of Organizational Environments
M. L. Tushman and P. Anderson
Technological Discontinuities and Organizational Environments
A. Zaleznik
The Leadership Gap
G. Hofstede
Cultural Constraints in Management Theories
G. Hamel and C. K. Prahalad
Competing in the New Economy: Managing out of bounds
G. Soros
The Capitalist Threat
K. Ohmae
Strategy in a World Without Borders
Early Writing on Change
E. Mayo
The Human Effect of Mechanization
K. Lewin
Frontiers in Group Dynamics: Concept, method and reality in social science; social equilibria and social change
D. Cartwright
Achieving Change in People: Some applications of group dynamics theory
E. L. Trist and K. W. Bamforth
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
W. R. Bion
Group Dynamics: A re-view
R. M. Cyert and J. G. March
Organizational factors in the theory of oligopoly
E. Dale
Contributions to Administration by Alfred P. Sloan, Jr., and GM
C. Lindblom
The Science of Muddling Through
W. G. Bennis
A New Role for the Behavioral Sciences: Effecting organizational change
W. F. Dowling
Hawthorne Revisited: The legend and the legacy
N. Fligstein
The Spread of the Multidivisional Form Among Large Firms, 1919-1979
VOLUME II
The Human Relations School
L. Coch and J. R. P. French
Overcoming Resistance to Change
G. Strauss
Organizational Development: credits and debits
D. Pugh
Understanding and Managing Organizational Change
E. H. Schein
Coming to a New Awareness of Organizational Culture
A. H. van de Ven & M. S. Poole
Explaining Development and Change in Organizations
E. Jaques
Why the Psychoanalytical Approach to Understanding Organizations is Dysfunctional
W. McEvily, V. Perrone & A. Zaheer
Trust as an Organizing Principle
B. Burnes
Kurt Lewin and the Planned Approach to Change: A re-appraisal
The Systems Approach
D. J. Hickson et al
A Strategic Contingencies' Theory of Intra-organizational Power
L. von Bertalanffy
The History and Status of General Systems Theory
P. Checkland
Towards a Systems-based Methodology for Real-world Problem Solving
E. L. Trist
The Evolution of Sociotechnical Systems as a Conceptual Framework and as an Action Research Program
E. Mumford
Defining System Requirements to Meet Business Needs: A case study example
P. Senge & J. Sterman
Systems Thinking and Organizational Learning: Acting locally and thinking globally in the organization of the future
M. L. Tushman and C. A. O'Reilly III
Ambidextrous Organizations: Managing evolutionary and revolutionary change
VOLUME III
Strategy
P. Drucker
Long-range Planning: Challenge to management science
T. Levitt
Marketing Myopia
I. H. Ansoff
Strategy Formulation as a Learning Process: An applied managerial theory of strategic behaviour
H. Mintzberg and J. A. Waters
Of strategies, Deliberate & Emergent
L. Donaldson
Strategy and Structural Adjustment to Regain Fit and Performance: In Defence of Contingency Theory
A. Pettigrew
Context and Action in the Transformation of the Firm
I. Nonaka
Creating Organizational Order Out of Chaos: Self-renewal in Japanese firms
K. M. Eisenhardt
Making Fast Strategic Decisions in High-Velocity Environments
R. A. D'Aveni
The Aftermath of Organizational Decline: A longitudinal study of the strategic and managerial characteristics of declining firms
G. Hamel and C. K. Prahalad
The Core Competence of the Corporation
H. Mintzberg
The Design School; Reconsidering the basic premises of strategic management
R. M. Grant
The Resource-Based Theory of Competitive Advantage: Implications for strategy formulation
M. E. Porter
What is Strategy?
D. J. Teece, G. Pisano and A.Shuen
Dynamic Capabilities & Strategic Management
A. P. de Geus
Strategy and Learning
J. M. Liedtka
In Defense of Strategy as Design
R. J. Marshak
Changing the Language of Change: How new contexts and concepts are challenging the ways we think and talk about organizational change
VOLUME IV
Leadership
R.Tannenbaum and W. H. Schmidt
How to Choose A Leadership Pattern
J. R. Meindl, S. B. Ehrlich, & J. M. Dukerich
The Romance of Leadership
F. Luthans
Successful vs. Effective Real Managers
G. Yukl
Managerial Leadership: A review of theory and research
B. Shamir, R. J. House & M. B. Arthur
The Motivational Effects of Charismatic Leadership: A self concept based theory
J. C. Collins and J. I. Porras
Building a Visionary Company
S. J. Zaccaro et al.
Team Leadership
Improvement and Innovation
L. Kim
Organizational Innovation and Structure
J. B. Quinn
Managing Innovation: Controlled chaos
D. Gerwin
A Theory of Innovation Processes for Computer-Aided Manufacturing Technology
F. Damanpour
Organizational Innovation: A meta-analysis of effects of determinants and moderators
E. Abrahamson
Managerial Fads and Fashion: The diffusion and rejection of Innovations
J. P. Womack & D. T. Jones
From Lean Production to the Lean Enterprise
N. Venkatraman
The Challenge for Strategists
J. Bessant and S. Caffyn
High-involvement Innovation Through Continuous Improvement
V. Grover
From Business Reengineering to Business Process Change Management: A longitudinal study of trends and practices
H. Chesbrough
The Era of Open Innovation
Critical Approaches
M. D. Cohen, J. G. March & J. F. Olsen
A Garbage Can Model of Organizational Choice
M. T. Hannan and J. Freeman
The Population Ecology of Organizations
J. W. Meyer and B. Rowan
Institutionalized Organizations: Formal structure as myth and ceremony
P. J. DiMaggio and W. W. Powell
The Iron Cage Revisited: Institutional isomorphism and collective rationality in organizational fields
K. E. Weick
Enacted Sensemaking in Crisis Situations
V. Fournier & C. Grey
At the Critical Moment: Conditions and prospects for critical management studies
H. Francis and J. Sinclair
A Processual Analysis of HRM-based Change