Steven ten Have, John Rijsman, Wouter ten Have

The Social Psychology of Change Management

Theories and an Evidence-Based Perspective on Social and Organizational Beings

• Broschiertes Buch

Produktbeschreibung

This book unlocks the potential of social psychology as a source for change management as a discipline and practice, and evaluates and enrich change management by presenting the available sociopsychological theories, research and evidence in a structured, categorized way.

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Produktdetails

• Routledge Studies in Organizational Change & Development
• Verlag: Taylor & Francis Ltd
• Seitenzahl: 320
• Erscheinungstermin: 18. Dezember 2020
• Englisch
• Abmessung: 229mm x 152mm x 17mm
• Gewicht: 482g
• ISBN-13: 9780367732189
• ISBN-10: 0367732181
• Artikelnr.: 62719445

Autorenporträt

Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, chairman of the Foundation for Evidence Based Management, and partner at TEN HAVE Change Management, the Netherlands. John Rijsman, PhD, is a full professor of social psychology at Tilburg University, the Netherlands. He obtained his PhD in experimental social psychology from the University of Louvain in 1970, and, after a short stay at the University of Southern Illinois, was asked in 1972 to become chair of social psychology at the new faculty of psychology in Tilburg, where he has stayed ever since. Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, visiting university lecturer of change management (MBA health- care management) at the Amsterdam Business School, the Netherlands and partner at TEN HAVE Change Management, the Netherlands. Joris Westhof, MSc, is a business consultant at Zestgroup, the Netherlands.

Inhaltsangabe

Research team
List of Tables and Figures
Foreword
1. Social Psychology and Change Management
2. Model and Methodology
3. Belonging, Organizational Behavior and Change
4. Understanding, Organizational Behavior and Change
5. Controlling, Organizational Behavior and Change
6. Trusting, Organizational Behavior and Change
7. Self-enhancing, Organizational Behavior and Change
8. Towards a Social Psychology of Change Management
Appendix A: Overview of Authors and Researchers
Appendix B: Examples of Matrix for each Core Social Motive
Appendix C: Bibliography
Index