Organizational Behaviour and Change Management: The Impact of Cognitive and Social Bias aims at unleashing the potential of cognitive and social biases to develop a more effective change management theory and practice.
Organizational Behaviour and Change Management: The Impact of Cognitive and Social Bias aims at unleashing the potential of cognitive and social biases to develop a more effective change management theory and practice.
Produktdetails
Produktdetails
Routledge Studies in Organizational Change & Development
Cornell Vernooij, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands. Organizational behaviour and change are the main focus in his work as a board room and organizational consultant. Biases form a dominant perspective in his efforts to better understand and change organizational behaviour. He currently leads the long-term team research project concerning biases and is working towards his PhD on biases at TEN HAVE Change Management in accordance with the Vrije Universiteit Amsterdam. Judith Stuijt, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in social and organizational psychology. Maarten Hendriks, MSc, LLM, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in organizational psychology and corporate law. He is currently working towards his PhD regarding the effects of social psychology in relation to corporate governance. Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, member of two supervisory boards, and partner and consultant at TEN HAVE Change Management, the Netherlands. Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, the former chairman of the Foundation for Evidence Based Management, and partner and consultant at TEN HAVE Change Management, the Netherlands.
Inhaltsangabe
Foreword Preface 1. Bias in organizations and change 2. Model and methodology 3. Understanding biases organizational behaviour and change 4. Controlling biases organizational behaviour and change 5. Trusting biases organizational behaviour and change 6. Self-enhancing biases organizational behaviour and change 7. Belonging biases organizational behaviour and change 8. The impact of bias on organizational behaviour and change
Foreword Preface 1. Bias in organizations and change 2. Model and methodology 3. Understanding biases organizational behaviour and change 4. Controlling biases organizational behaviour and change 5. Trusting biases organizational behaviour and change 6. Self-enhancing biases organizational behaviour and change 7. Belonging biases organizational behaviour and change 8. The impact of bias on organizational behaviour and change
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