What are the root causes of the increasingly rapid rate of change in the business environment? What patterns exist in the ways environmental change leads to organizational change? Confronted with a state of continuously accelerating change, what should managers and organizational scientists do? Organizational Change and Redesign addresses these questions to provide a clear and comprehensive understanding of the relationships among environmental changes, organizational redesign, and performance. This work draws on multi-year studies of dozens of organizations and on hundreds of interviews with top managers. It includes chapters formed as practical tutorials on how to think about and manage organizational change and redesign, making it an essential tool for business scholars, students, and practicing managers in the middle and upper levels of organizations.
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Book Description
Editorial Reviews
Review
"This book takes the topic of organizational change to a new plateau; and, with the wealth of empirical data and conceptual insights offered, the new view is expansive and enlightening. With cutting-edge contributions by some of the leading thinkers on strategic change, the Huber and Glick volume will be exceedingly valuable for executives and management scholars alike."--Donald Hambrick, Columbia University "Simultaneously intellectually challenging and practically relevant."--Mary Ann Von Glinow, Florida International University
About the Author
George P. Huber and William H. Glick are both at the University of Texas, Austin.
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Inside This Book
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First Sentence:
During the 1980s it was tiresomely fashionable for the popular press and the business literature to report on business's turbulent environment. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
open systems effectiveness, misfit variables, top manager characteristics, organizational profile questionnaire, system maintenance goals, error prevention quality, positive team dynamics, multiple misfits, error detection quality, interactions with size, workforce reduction strategies, workforce reduction strategy, executive team demography, specialization ventures, lean media, less turbulent environments, retrospective event histories, elapsed actions, differentiation tactics, cognitive diversity, downsizing practices, postindustrial organizations, effective downsizing, belief diversity, defender strategy Key Phrases - Capitalized Phrases (CAPs): (learn more)
New York, Van de Ven, Administrative Science Quarterly, San Francisco, Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Free Press, Englewood Cliffs, United States, Harvard Business Review, Oxford University Press, American Sociological Review, Graduate School of Business, Minnesota Innovation Research Program, Working Paper, George Huber, Harvard Business School Press, Initial Regression, Beverly Hills, General Electric, General Motors, Strategic Business Alliance, Acquire Info, American Psychologist New!
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Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
During the 1980s it was tiresomely fashionable for the popular press and the business literature to report on business's turbulent environment. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
open systems effectiveness, misfit variables, top manager characteristics, organizational profile questionnaire, system maintenance goals, error prevention quality, positive team dynamics, multiple misfits, error detection quality, interactions with size, workforce reduction strategies, workforce reduction strategy, executive team demography, specialization ventures, lean media, less turbulent environments, retrospective event histories, elapsed actions, differentiation tactics, cognitive diversity, downsizing practices, postindustrial organizations, effective downsizing, belief diversity, defender strategy Key Phrases - Capitalized Phrases (CAPs): (learn more)
New York, Van de Ven, Administrative Science Quarterly, San Francisco, Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Free Press, Englewood Cliffs, United States, Harvard Business Review, Oxford University Press, American Sociological Review, Graduate School of Business, Minnesota Innovation Research Program, Working Paper, George Huber, Harvard Business School Press, Initial Regression, Beverly Hills, General Electric, General Motors, Strategic Business Alliance, Acquire Info, American Psychologist New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
This book cites 35
books:
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20
books
cite this book:
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- Strategic Management: Text and Cases with Online Learning Center access card by Gregory G Dess on 11 pages
- Strategic Management by Lumpkin on 4 pages
- Organizational Behavior: WITH Wiley Plus WebCT Powerpack: A Strategic Approach with Wiley Plus WebCT Powerpack Set by Michael A. Hitt in Front Matter, page 252, and Back Matter
- Strategic Management by Colin White on page 174, and page 377
- Strategic Management with Premium Content Card and Business Week Subscription, 10th Edition by John Pearce on page 211, and page 252
See all 35 books this book cites
- Organisation und Entscheidung by Niklas Luhmann on 7 pages
- Organisationsgesellschaft: Facetten und Perspektiven (Studientexte zur Soziologie) (German Edition) by Wieland Jäger on 4 pages
- Top Management Teams and Total Shareholder Returns: The Association Between Top Management Team Education Heterogeneity and Total Shareholder Returns In the North American Insurance Industry by Emmanuel Kintu in Back Matter (1), Back Matter (2), and Back Matter (3)
- The Organization in Crisis: Downsizing, Restructuring, and Privatization (Manchester Business and Management Series) by Cary L. Cooper on page 116, and page 161
- Organizational Learning by David Schwandt on page 32
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