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Organization Change

Organization Change
Theory and Practice

Fifth Edition
Additional resources:

March 2017 | 472 pages | SAGE Publications, Inc

Change is a constant in today's organizations. Leaders, managers, and employees at all levels must understand both how to implement planned changed and effectively handle unexpected change. The Fifth Edition of the Organization Change: Theory and Practice provides an eye-opening exploration into the nature of change by presenting the latest evidence-based research to discuss a range of theories, models, and perspectives on organization change. Bestselling author, W. Warner Burke, skillfully connects theory to practice with modern cases of effective and ineffective organization change, recent examples of transformational leadership and planned and revolutionary change, and best practices to successfully influence change. This fully-updated new edition also includes a new chapter on healthcare and government organizations, offering practical applications for non-profit organizations.

1. Sources for Understanding Organization Change
Introduction and Overview  
A Short Story of Launching Organization Change  
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  
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  
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  
5. The Nature of Organization Change
Revolutionary Change  
Evolutionary Change  
Revolutionary Change: Case Example  
Evolutionary Change: Case Example  
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  
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  
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  
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  
10. The Burke–Litwin Causal Model of Organization Performance and Change
The Model  
Support for the Model’s Validity  
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  
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  
13. Health Care and Government Organizations
Important Characteristics of Health Care and Government Organizations  
Summary and Some Conclusions  
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  
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  
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  
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  
Appendix: Annotated Bibliography
About the Author


Instructor Resource Site

Password-protected Instructor Resources include the following:

  • A Microsoft® Word® test bank is available containing multiple choice, true/false, short answer, and essay questions for each chapter. The test bank provides you with a diverse range of pre-written options as well as the opportunity for editing any question and/or inserting your own personalized questions to effectively assess students’ progress and understanding.
  • Editable, chapter-specific Microsoft® PowerPoint® slides offer you complete flexibility in easily creating a multimedia presentation for your course.
  • Sample course syllabi for semester and quarter courses provide suggested models for use when creating the syllabi for your courses.
  • Each chapter includes video and multimedia resources related to important topics and designed to supplement key points within the text for use in independent or classroom-based explorations of key topics.
  • EXCLUSIVE! Access to certain full-text SAGE journal articles that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. This feature also provides questions to focus and guide student interpretation. Combine cutting-edge academic journal scholarship with the topics in your course for a robust classroom experience.

Sample Materials & Chapters

Chapter 2

Chapter 15

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