A fresh approach to managing organizational change by looking at it as complex, dynamic and messy as opposed to a series of neat, linear stages and processes leading to success.
Key to the approach is the idea that change, creativity and innovation all overlap and interconnect rather than being three separate areas of study and that managing the three together is central to organizations having the competitive edge in developing new technologies and techniques, products and services.
The book continues to offer practical guidelines as well as a theoretical understanding of change, creativity and innovation. It delivers an equal balance of critical perspectives and sound ideas for organizational change and development and presents the idea that change can be proactive, driven by creativity and innovation.
The new edition includes additional change management content including learning, personal change, managing the self, employability, developments in conventional Organizational Development and new emergent forms including appreciative inquiry. Along with a series of rich international case studies, including TNT Australia, Amazon, Leeds Rhinos, Jerusalem Paints, Alpha Pro Pump and KPMG.
It is supported by a range of learning and revision aids including reflective exercises, review and discussion questions and hands-on research tasks. All of which help students to reflect on the material covered and provide a source for more open group discussion and debate.
A companion website accompanies the book, with additional material including Power Point slides for lecturers and video links and access to SAGE journal articles for Students.
Suitable for upper-level undergraduates and postgraduate students.
Table des matières
PART ONE: Setting the Scene: The Changing Landscape of Business Organizations
Chapter 1: Introduction
Chapter 2: The Process of Change, Creativity and Innovation
Chapter 3: A Brief History of Management Thought in the Development of Concepts, Theories and Business Practice
PART TWO: Change and Innovation in Organizations
Chapter 4: Classifying Theories of Organizational Change
Chapter 5: Change Management Practice: Choice, Lessons Learned and Key Considerations
Chapter 6: Human Dimensions: Readiness, Time Perspectives, Communication, Power, Politics and Resistance
Chapter 7: Conventional Frameworks: Planning, Diagnostics and Sequence
Chapter 8: New Developments and Postmodern Ideas: Dialogue and Meaning
Chapter 9: The Processual Turn: Politics, Context and Time
PART THREE: Creativity, Innovation and Change in Organizations
Chapter 10: Creative Industries, Innovative Cities and Changing Worlds
Chapter 11: The Individual: Promoting Critical Thinking
Chapter 12: The Group: Nurturing Teamwork
Chapter 13: The Leader: Promoting New Ideas at Work
Chapter 14: The Internal Environment: Orchestrating Structure, Systems and Resources
Chapter 15: Culture: Enabling and Constraining Creative Processes at Work
Chapter 16: Conclusion
A propos de l’auteur
Constantine Andriopoulos is Professor of Innovation and Entrepreneurship and the Associate Dean for MBA Programmes at Bayes Business School (formerly known as Cass), City, University of London. He holds a Ph D in Marketing from the University of Strathclyde and has previously worked at the University of Strathclyde, the University of Aberdeen, Brunel University and Cardiff University.
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