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Dynamics of Organizational Change and Learning
Jaap Boonstra (Edited by), JJ Boonstra (Author)
9780471877370, Wiley
Hardback, published 23 April 2004
512 pages
25.2 x 17.3 x 3.3 cm, 1.002 kg
This handbook focuses on the complex processes and problems oforganizational change and relates current knowledge of individualand group psychology to the understanding of the dynamics ofchange.
* Complementary and competing insights are presented as overviewsof theory and research
* Offers helpful insights about choosing models and methods inspecific situations
* Chapters by international authors of the highest quality
About the Editor vii About the Contributors ix Series Preface xv Preface xvii Acknowledgements xx Introduction 1 Part I Fundamentals and Practices in Organization Development 1 Organization Development and Change: Foundations and Applications 25 2 Open Systems Theory: Implications for Development and Learning 43 3 Organizing Change Processes: Cornerstones, Methods, and Strategies 71 4 Art and Wisdom in Choosing Change Strategies: A Critical Reflection 85 Part II Designing and Organizing Organizational Change 5 Change Architecture: Designing and Organizing the Process of Change 101 6 Managing Change Successfully: Core Questions, Issues, and Strategies 115 7 Organizational Change: Strategies and Interventions 133 8 Dilemmas and Paradoxes in Organizing Change Processes: A Critical Reflection 149 Part III Organizing, Changing, and Learning in Ambiguous Contexts 9 Organizational Change and Development: Episodic and Continuous Changing 177 10 Thinking about Change in Different Colours: Multiplicity in Change Processes 197 11 Beyond Implementation: Co-creation in Change and Development 227 12 Change Works: A Critical Construction 259 Part IV Power Dynamics and Organizational Change 13 Power Dynamics in Organizational Change: A Multi-perspective Approach 279 14 Interactions in Organizational Change: Using Influence Tactics to Initiate Change 301 15 Power and Collaboration: Methodologies for Working Together in Change 317 16 Power and Change: A Critical Reflection 343 Part V Learning and Developing for Sustainable Change 17 Learning in Organizations: Schools of Thought and Current Challenges 371 18 Double-loop Learning and Organizational Change: Facilitating Transformational Change 389 19 Learning and Sustainable Change: Designing Learning Spaces 403 20 Knowledge, Learning, and Organizational Embeddedness: A Critical Reflection 429 Conclusion: Some Reflections and Perspectives on Organizing, Changing, and Learning 447 Index 477
Jaap Boonstra
Thomas Cummings
Merrelyn Emery
Morten Levin
Marc Buelens and Geert Devos
Colin Carnall
Klaus Doppler
Elise Walton and Michael Russell
Luc Hoebeke Copyrighted Material
Karl Weick and Robert Quinn
Léon de Caluwé and Hans Vermaak
André Wierdsma
Dian Marie Hosking
Patricia Bradshaw and Jaap Boonstra
Gary Yukl
Kilian Bennebroek Gravenhorst and Roeland in ’t Veld
Cynthia Hardy and Stewart Clegg
Alfons Sauquet
Chris Argyris
Gerhard Smid and Ronald Beckett
Alice Lam
Jaap Boonstra
Subject Areas: Psychology [JM]
