Dynamics of Organizational Change and Learning

Herausgeber: Boonstra, Jaap

• Gebundenes Buch

Produktbeschreibung

Realizing organizational change and innovation is a complex process. Dynamics of Organizational Change and Learning is concerned with the behaviour of individuals, and the social processes in groups and organizations during the process of change. Leading authorities from 9 countries discuss the processes, problems, and successes of organizational change and learning, and offer critical reflections on the conventional wisdom of planned change. Dynamics of Organizational Change and Learning combines proven knowledge and robust theories of organizational change and learning with new perspectives from social constructionism and postmodern organization theories. It will be a source of knowledge and inspiration for organizational professionals, management consultants, academics, and students.

Produktdetails

• Verlag: Wiley
• Seitenzahl: 512
• Erscheinungstermin: 7. Juni 2004
• Englisch
• Abmessung: 250mm x 174mm x 32mm
• Gewicht: 975g
• ISBN-13: 9780471877370
• ISBN-10: 0471877379
• Artikelnr.: 21566298

Autorenporträt

Jaap J. Boonstra, Sioo, Inter-university Centre forOrganizational Change and Learning, Admiraal Helfrichlaan 1, 3527KV Utrecht, The Netherlands Jaap Boonstra is a Professor of Organizational Change andDevelopment in the Faculty of Social and Behavioural Sciences atthe University of Amsterdam, The Netherlands. He is also Dean andScientific Director of Sioo, Inter-university Centre forOrganizational Change and Learning. Founded by the Dutchuniversities, Sioo has been the bridge between scientificallyfounded theory and the practice of organizational and changeprocesses in the Netherlands since 1958. He is also a visitingprofessor in Esade Business School in Barcelona, Spain. He is aresearch fellow and member of the scientific staff of TheNetherlands School of Communications Research and the AmsterdamSchool of Social Research. After studying social and organizational psychology at LeidenUniversity, The Netherlands, he obtained his doctorate with athesis on integral organizational development and management ofcomplex change processes. Previously, he was Associate Professor inorganizational psychology at Leiden University, and hasworked as aconsultant, researcher, and managing partner at the ResearchFoundation for NewTechnology and Organizational Development. He lectures on the management of change, strategic decision-making, power and politics in organizations, and organizational learning.He has conducted research into the social and organizationalaspects of technological innovations, sustainable development andchange of organizations, strategic decision-making, and innovation.His research interests focus on barriers to organizational changeand innovation, power dynamics in organizational change, sustainable development of organizations, democratic governance, and societal development. He has published over a hundred articles on technological andorganizational innovation, management of organizational change, organizational learning, politics in organizations, strategicdecision-making and fundamental change programmes in the servicesector, and public administration in the Academy of ManagementReview, Concepts and Transformations, the EuropeanJournal of Work and Organizational Psychology, and AppliedPsychology: An International Review. He is a member of theeditorial board of several journals. Recently, he published a bookon designing and developing organizations, and edited a specialissue of the European Journal of Work and OrganizationalPsychology on power dynamics and organizational change.

Inhaltsangabe

About the Editor.

About the Contributors.

Series Preface.

Preface.

Acknowledgements.

Introduction (Jaap Boonstra).

PART I: FUNDAMENTALS AND PRACTICES IN ORGANIZATIONDEVELOPMENT.

1. Organization Development and Change: Foundations andApplications (Thomas Cummings).

2. Open Systems Theory: Implications for Development andLearning (Merrelyn Emery).

3. Organizing Change Processes: Cornerstones, Methods, andStrategies (Morten Levin).

4. Art and Wisdom in Choosing Change Strategies: A CriticalReflection (Marc Buelens and Geert Devos).

PART II: DESIGNING AND ORGANIZING ORGANIZATIONAL CHANGE.

5. Change Architecture: Designing and Organizing the Process ofChange (Colin Carnall).

6. Managing Change Successfully: Core Questions, Issues, andStrategies (Klaus Doppler).

7. Organizational Change: Strategies and Interventions (EliseWalton and Michael Russell).

8. Dilemmas and Paradoxes in Organizing Change Processes: ACritical Reflection (Luc Hoebeke).

PART III: ORGANIZING, CHANGI NG, AND LEARNING IN AMBIGUOUSCONTEXTS.

9. Organizational Change and Development: Episodic andContinuous Changing (Karl Weick and Robert Quinn).

10. Thinking about Change in Different Colours: Multiplicity inChange Processes (Léeon de Caluwé and Hans Vermaak).

11. Beyond Implementation: Co-creation in Change and Development(André Wierdsma).

12. ChangeWorks: A Critical Construction (Dian MarieHosking).

PART IV: POWER DYNAMICS AND ORGANIZATIONAL CHANGE.

13. Power Dynamics in Organizational Change: A Multi-perspectiveApproach (Patricia Bradshaw and Jaap Boonstra).

14. Interactions inOrganizational Change: Using InfluenceTacticsto Initiate Change (Gary Yukl).

15. Power and Collaboration: Methodologies for Working Togetherin Change (Kilian Bennebroek Gravenhorst and Roeland in 'tVeld).

16. Power and Change: A Critical Reflection (Cynthia Hardy andStewart Clegg).

PART V: LEARNING AND DEVELOPING FOR SUSTAINABLE CHANGE.

17. Learning in Organizations: Schools of Thought and CurrentChallenges (Alfons Sauquet).

18. Double-loop Learning and Organizational Change: FacilitatingTransformational Change (Chris Argyris).

19. Learning and Sustainable Change: Designing Learning Spaces(Gerhard Smid and Ronald Beckett).

20. Knowledge, Learning, and Organizational Embeddedness: ACritical Reflection (Alice Lam).

Conclusion: Some Reflections and Perspectives on Organizing,Changing, and Learning (Jaap Boonstra).

Index.