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This volume brings together recent insights about the psychology of organizational change. The authors are leading scholars in the study of organizational change, taking on a micro-perspective for understanding the process through which responses to change emerge and impact work-related outcomes. Each chapter approaches the topic from a different perspective, highlighting a different aspect of the phenomenon. The book includes review chapters, chapters with new theoretical developments, and descriptions of empirical studies and their findings. It is intended for both academic and practitioners…mehr
This volume brings together recent insights about the psychology of organizational change. The authors are leading scholars in the study of organizational change, taking on a micro-perspective for understanding the process through which responses to change emerge and impact work-related outcomes. Each chapter approaches the topic from a different perspective, highlighting a different aspect of the phenomenon. The book includes review chapters, chapters with new theoretical developments, and descriptions of empirical studies and their findings. It is intended for both academic and practitioners who wish to keep up to date about the mechanisms that explain how recipients of organizational change respond to and cope with change.
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Inhaltsangabe
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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