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Organizational Change Management Strategies in Modern Business

Book Description

Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Book Series
    1. Mission
    2. Coverage
  5. Preface
  6. Chapter 1: Change Management Revised
    1. ABSTRACT
    2. REVISING THE SCOPE OF CHANGE MANAGEMENT
    3. CHANGE MANAGEMENT AND THE NEED TO FOCUS THE ORGANIZATION
    4. A CASE STUDY
    5. A DIALECTICAL MODEL OF CHANGE MANAGEMENT
    6. SUMMARY AND FUTURE DIRECTIONS
    7. REFERENCES
    8. KEY TERMS AND DEFINITIONS
  7. Chapter 2: Current Approaches in Change Management
    1. ABSTRACT
    2. INTRODUCTION
    3. REENGINEERING
    4. BLUE OCEAN STRATEGY
    5. CHAOS THEORY
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  8. Chapter 3: Management as a Limit to Organizational Change
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MANAGEMENT AS A LIMIT TO ORGANIZATIONAL CHANGE
    5. ACQUISITIONS AND ORGANIZATIONAL CHANGE
    6. ASSOCIATED ISSUES AND IMPLICATIONS
    7. DISCUSSION
    8. CONCLUSION
    9. REFERENCES
    10. KEY TERMS AND DEFINITIONS
  9. Chapter 4: The Power of Three
    1. ABSTRACT
    2. INTRODUCTION
    3. MOTIVATION
    4. ORGANIZATIONAL CHANGE AND THE SHORTFALL OF TRADITIONAL PROJECT MANAGEMENT IN TRANSFORMATION PROJECTS
    5. ORGANIZATIONAL CHANGE MANAGEMENT
    6. SUMMARY: ORGANIZATIONAL CHANGE MANAGEMENT IS THE PEOPLE SIDE OF A TRANSITION
    7. DESIGN THINKING
    8. SUMMARY
    9. WHY DOES DESIGN THINKING ADD TO THE VALUE OF TRANSITION PROJECTS?
    10. SUMMARY
    11. BLENDED APPROACH WITH THE POWER OF THREE TO BRIDGE DIVERGENCE AND CONVERGENCE
    12. SUMMARY: DESIGN THINKING BECOMES AN INTEGRAL CAPABILITY OF THE ORGANIZATION
    13. CONCLUSION
    14. REFERENCES
  10. Chapter 5: Organizational Learning to Managing Change
    1. ABSTRACT
    2. INTRODUCTION
    3. ORGANIZATIONAL LEARNING
    4. ROADMAP FOR BEING A LEARNING ORGANIZATION
    5. ORGANIZATIONAL LEARNING TO MANAGE CHANGE
    6. CONCLUSION AND FURTHER RESEARCH
    7. REFERENCES
    8. ADDITIONAL READING
    9. KEY TERMS AND DEFINITIONS
  11. Chapter 6: Organizations as Social Networks
    1. ABSTRACT
    2. INTRODUCTION
    3. INDIVIDUAL LINKED-BEHAVIOUR
    4. MECHANISMS OF INDIVIDUAL BEHAVIOUR
    5. LEGITIMACY AS THE KEY TO SUCCESSFUL IMPLEMENTATION
    6. DISCUSSION
    7. RESEARCH RECOMMENDATIONS
    8. CONCLUSION
    9. REFERENCES
    10. KEY TERMS AND DEFINITIONS
  12. Chapter 7: Reducing the Negative Effects of Psychological Contract Breach during Management-Imposed Change
    1. ABSTRACT
    2. INTRODUCTION
    3. DEFINITIONS AND SCOPE
    4. DISCUSSION
    5. CONCLUSION
    6. REFERENCES
    7. KEY TERMS AND DEFINITIONS
  13. Chapter 8: The Roles of Organizational Change Management and Resistance to Change in the Modern Business World
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. ORGANIZATIONAL CHANGE MANAGEMENT AND RESISTANCE TO CHANGE IN THE MODERN BUSINESS WORLD
    5. FUTURE RESEARCH DIRECTIONS
    6. CONCLUSION
    7. REFERENCES
    8. ADDITIONAL READING
    9. KEY TERMS AND DEFINITIONS
  14. Chapter 9: Strategic Human Resource Management in Facilitating Organizational Change
    1. ABSTRACT
    2. INTRODUCTION
    3. STRATEGIC HUMAN RESOURCE MANAGEMENT
    4. FUTURE RESEARCH DIRECTIONS
    5. CONCLUSION
    6. REFERENCES
    7. ADDITIONAL READING
    8. KEY TERMS AND DEFINITIONS
  15. Chapter 10: The Role of HR Strategies in Change
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. CHANGE MANAGEMENT: A BRIEF REVIEW
    5. STRATEGIC HRM AND CHANGE MANAGEMENT
    6. DISCUSSION AND FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  16. Chapter 11: Role of Human Resources in Change
    1. ABSTRACT
    2. INTRODUCTION
    3. CHANGE
    4. TWO APPROACHES OF CHANGE
    5. HUMAN-RELATED CHARACTERISTICS OF THE CHANGE
    6. IMPORTANCE OF HUMAN RESOURCES IN CHANGE
    7. ROLE OF HUMAN RESOURCES IN CHANGE
    8. SOME MODELS RELATING TO ROLES OF HUMAN RESOURCES IN CHANGE
    9. CONSEQUENTLY, WHAT SHOULD THE HUMAN RESOURCES DO IN CHANGE?
    10. REFERENCES
  17. Chapter 12: Improving the Role of Organisational Culture in Change Management through a Systems Approach
    1. ABSTRACT
    2. INTRODUCTION
    3. 1. THE NATURE OF ORGANISATIONAL CULTURE
    4. 2. THE RELATIONSHIP BETWEEN ORGANISATIONAL CULTURE AND ORGANISATIONAL EFFECTIVENESS IN CHANGE MANAGEMENT
    5. 3. THE DIFFICULTY OF MAKING ORGANISATIONAL CULTURE CHANGE
    6. 4. A SYSTEMS APPROACH TO IMPROVE THE EFFECT OF CORPORATE CULTURE ON ORGANISATIONAL PERFORMANCE IN CHANGE MANAGEMENT: SOFT SYSTEMS METHODOLOGY
    7. CONCLUSION AND FUTURE RESEARCH DIRECTIONS
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  18. Chapter 13: Leadership in Change Management
    1. ABSTRACT
    2. INTRODUCTION
    3. CHANGE AND TRANSITION
    4. RESISTANCE TO CHANGE AND TRANSITION
    5. LEADER’S ROLE IN CHANGE PROCESS
    6. LEADERS’ ROLE TO INSTITUTIONALIZE CHANGE
    7. REFERENCES
  19. Chapter 14: Internal Communication Failure in Times of Change
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. UNDERSTANDING INTERNAL COMMUNICATION FAILURE
    5. CONCLUSION
    6. REFERENCES
  20. Chapter 15: Workforce Localisation and Change Management
    1. ABSTRACT
    2. INTRODUCTION
    3. FOCUS OF THE STUDY
    4. DISCUSSION
    5. CONCLUSION
    6. REFERENCES
  21. Chapter 16: Role of Strategic Change Management in Emerging Markets
    1. ABSTRACT
    2. INTRODUCTION
    3. LITERATURE REVIEW
    4. ROLE OF STRATEGIC CHANGE MANAGEMENT
    5. METHODOLOGY
    6. LIMITATION AND RECOMMENDATIONS
    7. CONCLUSION
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITION
  22. Chapter 17: Change Emphasis in Mission and Vision Statements of the First 1000 Turkish Organizations
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MAIN FOCUS OF THE CHAPTER
    5. METHODOLOGY
    6. FINDINGS
    7. SOLUTION AND RECOMMENDATION
    8. FUTURE DIRECTIONS
    9. CONCLUSION
    10. REFERENCES
    11. KEY TERMS AND DEFINITIONS
    12. APPENDIX: COMPLETED LISTS OF CONCEPTS EXAMINED IN MISSION AND VISION STATEMENTS
  23. Chapter 18: Organizational Routines
    1. ABSTRACT
    2. INTRODUCTION
    3. HYPER-TURBULENCE AND CONTINUOUS CHANGE
    4. ORGANIZATIONAL ROUTINES AND HUMAN CONDUCT
    5. HABITS, COGNITION, AND EMOTION
    6. ROUTINES AND ORGANIZATIONAL MEMORY
    7. DEVELOPING A DUALITY MODEL: A PRACTICE-BASED PERSPECTIVE ON ROUTINES
    8. DISCUSSION
    9. RESEARCH IMPLICATIONS
    10. CONCLUSION
    11. REFERENCES
    12. KEY TERMS AND DEFINITIONS
  24. Compilation of References
  25. About the Contributors