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Organization Change

Organization Change
Theory and Practice

Fifth Edition (International Student Edition)
Additional resources:

June 2017 | 472 pages | SAGE Publications, Inc
Organization Change: Theory and Practice provides a range of theories, models and perspectives, helping leaders, managers and employees to understand both how to implement planned change, and how to handle unexpected change.

The Fifth edition contains the latest research in the field of Organizational change, seven new case studies on effective and ineffective change, and an examination of the evolutionary and revolutionary nature of change. Organization change in not-for-profit organizations is also addressed with a brand new chapter on healthcare and government organizations.

The book is complimented by a companion website featuring a range of tools and resources for instructors, including a Microsoft Word® test bank, chapter-specific PowerPoint slides, Sample course syllabi, video and multimedia resources and access to full-text SAGE journal articles.

Suitable reading for undergraduate and postgraduate students.
Chapter 1: Sources for Understanding Organization Change
Introduction and Overview  
A Short Story of Launching Organization Change  
Chapter 2: Rethinking Organization Change
The Paradox of Planned Organization Change  
Making the Case for Organization Change  
Personal Declarations and Points of View  
A Closing Request  
Chapter 3. A Brief History of Organization Change
Scientific Management  
The Hawthorne Studies  
Industrial Psychology  
Survey Feedback  
Sensitivity Training  
Sociotechnical Systems  
Organization Development  
The Managerial Grid and Organization Development  
Coercion and Confrontation  
Management Consulting  
Chapter 4: Theoretical Foundations of Organizations and Organization Change
Open-System Theory  
Characteristics of Open Systems  
Organization Change Is Systemic  
Toward a Deeper Understanding of Organization Change  
Capra’s Three Criteria for Understanding Life  
Implications for Organizations and Organization Change  
Chapter 5: The Nature of Organization Change
Revolutionary Change  
Evolutionary Change  
Revolutionary Change: Case Example  
Evolutionary Change: Case Example  
Chapter 6: Levels of Organization Change: Individual, Group, and Larger System
Change in Organizations at the Individual Level  
Individual Responses to Organization Change  
Change in Organizations at the Group Level  
Group Responses to Organization Change  
Change in Organizations at the Larger-System Level  
System Responses to Organization Change  
Chapter 7: Organization Change: Research and Theory
Reviews of Organization Change Research  
Recent Approaches to Research and Theory  
Organization Models  
Organization Change Theory  
Current Thinking on Organization Change and Research  
Chapter 8: Conceptual Models for Understanding Organization Change
Content: What to Change  
Process: How to Change—A Theoretical Framework  
Process: How to Change—Practice Frameworks  
Mini-Theories Related to Organization Change  
The Content and Process of Strategic Change in Organizations  
Strategies for Effecting Change in Human Systems  
Chapter 9: Integrated Models for Understanding Organizations and for Leading and Managing Change
What Is an Organizational Model?  
Why Use an Organizational Model?  
Organizational Models and Organization Change  
A Comparison of the Three Models  
Chapter 10: The Burke–Litwin Causal Model of Organization Performance and Change
The Model  
Support for the Model’s Validity  
Chapter 11: Organizational Culture Change
Experiencing Organizational Culture  
The British Airways Story: A Case of Culture Change  
You Don’t Change Culture by Trying to Change the Culture  
A Theoretical Summary of the British Airways Story  
Chapter 12: Understanding and Working With Loosely Coupled Systems
The Case of Change at the A. K. Rice Institute  
Organizational Structure and Loosely Coupled Systems  
Loosely Coupled Systems  
Chapter 13: Those Other Organizations
Chapter 14: Transformational Leadership
Does Leadership Matter?  
On Defining Leadership  
Toward Further Definition  
Characteristics of Executive Leadership  
Howard Gardner’s Leading Minds  
Howard Gardner’s Changing Minds  
Chapter 15: Leading Organization Change
Phases of Organization Change and the Leader’s Role  
The Prelaunch Phase  
The Launch Phase  
Postlaunch: Further Implementation  
Sustaining the Change  
Chapter 16: Organization Change: Summary and Integration
Applying The Tipping Point Principles to Planned Organization Change  
Changing the Organization  
Successful Processes of Organization Change  
Positive Organization Change  
The Look of Change  
Chapter 17: Organization Change: What We Need to Know
The Process of Organization Change  
Organization Change Leadership  
Organizational Structure  
Formal and Informal Rewards  
Training and Development  
Teams and Teamwork in Organizations  
Organizational Size  
Organizational Performance  
Learning Priorities Moving Forward  


Instructor Resource Site

Instructor Resources:

  • Microsoft Word® test bank
  • Chapter-specific PowerPoint slides
  • Sample course syllabi
  • Video and multimedia resources
  • Access to full-text SAGE journal articles

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ISBN: 9781506386492