Synopses & Reviews
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. George Huber, William Glick, and some of the most respected authorities working in the field of organizational change provide specific new ideas and insights for improving managerial 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. A thoughtful analysis of fundamental issues and questions, Organizational Change and Redesign is an essential tool for business scholars, students, and practicing managers in the middle and upper levels of organizations.
Review
"This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics."--Journal of Product Innovation Management
"All the chapters are solid contributions, while several are outstanding. There is much to praise in this anthology."--Choice
"This book focuses on an extremely important topic. The contents emphasize cutting edge issues regarding organizational change and redesign. The articles are largely based on empirical research and are authored by an excellent set of scholars. It should make major contributions to management theory and practice in the design and implementation of major organizational change."--Michael A. Hitt, Texas A&M University
"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 C. Hambrick, Columbia University
"This is a major work. I would encourage scholars and mindful executives to thoughtfully read this book. Professors Huber and Glick have offered us a current; more importantly a stimulating and insightful, program of research through the eyes and works of influential scholars."--L.L. Cummings, University of Minnesota
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 UniversitySynopsis
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. George Huber, William Glick, and some of the most respected authorities working in the field of organizational change provide specific new ideas and insights for improving managerial 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. A thoughtful analysis of fundamental issues and questions, Organizational Change and Redesign is an essential tool for business scholars, students, and practicing managers in the middle and upper levels of organizations.
Table of Contents
Contributors
1. Sources and Forms of Organizational Change
Part I: The Challenge of Change
2. Downsizing and Redesigning Organizations, Kim S. Cameron, Sarah J. Freeman, and Aneil K. Mishra
3. Organizations Reacting to Hyperturbulence, Alan D. Meyer, James B. Goes, and Geoffrey R. Brooks
4. Implications of Top Managers' Communication Choices for Strategic Decisions, Richard L. Daft, Kenneth R. Bettenhausen, and Beverly B. Tyler
5. Effects of Executive Team Demography on Organizational Change, Charles A. O'Reilly III, Richard C. Snyder, and Joan N. Boothe
6. The Impact of Upper-Echelon Diversity on Organizational Performance, William H. Glick, C. Chet Miller, and George P. Huber
7. Understanding and Predicting Organizational Change, George P. Huber, et al.
Part II: Redesigning Organizations
8. Managing the Process of Organizational Innovation, Andrew H. Van de Ven
9. Designing Global Strategic Alliances: Integrating Cultural and Economic Factors, John W. Slocum, Jr. and David Lei
10. (Re)Designing Dynamic Organizations, Peter R. Monge
11. Organizational Redesign As Improvisation, Karl E. Weick
Part III: Conclusion
12. What Was Learned About Organizational Change and Redesign
Epilogue - Designing Postindustrial Organizations: Combining Theory and Practice, Arie Y. Levin and Carroll U. Stephens
Appendix - Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments, William H. Glick, et al.
Name Index
Subject Index