The Psychology of Organizational Change is intended for academics, research students, and practitioners interested in understanding organizational change. The three audiences will be able to keep up to date on the most recent advances in the study of organizational change, focusing on the psychological aspects involved in change.
The Psychology of Organizational Change is intended for academics, research students, and practitioners interested in understanding organizational change. The three audiences will be able to keep up to date on the most recent advances in the study of organizational change, focusing on the psychological aspects involved in change.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Section I. Introduction: 1. Introduction Alexandra Michel, Shaul Oreg, and Rune Todnem By; Section II. The Evolution of Change and Its Responses: 2. The preparation for change starts now: on the development of intentions to resist future change Pedro Neves; 3. The role of time in organizational change Gabrielle Jacobs and Frank Belschak; 4. Organizational change and change recipient emotions: a theoretical review and directions for future research Alannah Rafferty, Ashlea Troth, and Peter Jordan; Section III. Change in Context: Exploring Types and Contexts of Change: 5. Exploring types of organizational change and differential effects on employee well-being and personal development Joris Van Ruysseveldt, Karen van Dam, Hans De Witte, and Irina Nikolova; 6. Employee responses to technological change: broadening our view Katerina Gonzeles and Rouven Kanitz; 7. Identification change in Chinese acquisitions in Europe: a social identity approach Anna Lupina-Wegener, Rolf van Dick, and Shuang Liang; 8. Social identity processes in mergers and acquisitions: eastern and western experiences Shuang Liang, Anna Lupina-Wegener, Johannes Ullrich, and Rolf van Dick; Section IV. The Development of Change Leadership: 9. Developing change competency: some notes on the psychology of change management derived from a training intervention Johan Simonsen, Karina Nielsen, and Esben Langager Olsen; 10. Mindsets for change leaders: exploring a cognitive approach for leadership development Bradley Hastings, Dave Bouckenooghe, and Gavin Schwarz; Section V. The Process of Change Leadership: 11. Building commitment of organizational change: the important role of change leadership John Peter Meyer and Leonid Beletski; 12. Change leadership: a social identity perspective Steffen R. Giessner and Kate E. Horton; Section VI. Conclusion and Commentary: 13. Commentary Jean Bartunek.
Section I. Introduction: 1. Introduction Alexandra Michel, Shaul Oreg, and Rune Todnem By; Section II. The Evolution of Change and Its Responses: 2. The preparation for change starts now: on the development of intentions to resist future change Pedro Neves; 3. The role of time in organizational change Gabrielle Jacobs and Frank Belschak; 4. Organizational change and change recipient emotions: a theoretical review and directions for future research Alannah Rafferty, Ashlea Troth, and Peter Jordan; Section III. Change in Context: Exploring Types and Contexts of Change: 5. Exploring types of organizational change and differential effects on employee well-being and personal development Joris Van Ruysseveldt, Karen van Dam, Hans De Witte, and Irina Nikolova; 6. Employee responses to technological change: broadening our view Katerina Gonzeles and Rouven Kanitz; 7. Identification change in Chinese acquisitions in Europe: a social identity approach Anna Lupina-Wegener, Rolf van Dick, and Shuang Liang; 8. Social identity processes in mergers and acquisitions: eastern and western experiences Shuang Liang, Anna Lupina-Wegener, Johannes Ullrich, and Rolf van Dick; Section IV. The Development of Change Leadership: 9. Developing change competency: some notes on the psychology of change management derived from a training intervention Johan Simonsen, Karina Nielsen, and Esben Langager Olsen; 10. Mindsets for change leaders: exploring a cognitive approach for leadership development Bradley Hastings, Dave Bouckenooghe, and Gavin Schwarz; Section V. The Process of Change Leadership: 11. Building commitment of organizational change: the important role of change leadership John Peter Meyer and Leonid Beletski; 12. Change leadership: a social identity perspective Steffen R. Giessner and Kate E. Horton; Section VI. Conclusion and Commentary: 13. Commentary Jean Bartunek.
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