Organizational change management: inclusion, collaboration and digital change in practice
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Sage
[2024]
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xxviii, 354 Seiten Diagramme |
| ISBN: | 9781529792256 9781529792249 |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV049577809 | ||
| 003 | DE-604 | ||
| 005 | 20240617 | ||
| 007 | t | ||
| 008 | 240221s2024 |||| |||| 00||| eng d | ||
| 020 | |a 9781529792256 |c hbk |9 978-1-5297-9225-6 | ||
| 020 | |a 9781529792249 |c pbk |9 978-1-5297-9224-9 | ||
| 035 | |a (OCoLC)1428992529 | ||
| 035 | |a (DE-599)BVBBV049577809 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-355 |a DE-188 |a DE-739 |a DE-1050 |a DE-11 | ||
| 084 | |a QP 340 |0 (DE-625)141861: |2 rvk | ||
| 100 | 1 | |a Tucker, Danielle A. |e Verfasser |0 (DE-588)1324505664 |4 aut | |
| 245 | 1 | 0 | |a Organizational change management |b inclusion, collaboration and digital change in practice |c Danielle A. Tucker, Stefano Cirella & Paul R. Kelly |
| 264 | 1 | |a London |b Sage |c [2024] | |
| 264 | 4 | |c © 2024 | |
| 300 | |a xxviii, 354 Seiten |b Diagramme | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Organisationswandel |0 (DE-588)4075693-2 |2 gnd |9 rswk-swf |
| 655 | 7 | |0 (DE-588)4123623-3 |a Lehrbuch |2 gnd-content | |
| 689 | 0 | 0 | |a Organisationswandel |0 (DE-588)4075693-2 |D s |
| 689 | 0 | 1 | |a Management |0 (DE-588)4037278-9 |D s |
| 689 | 0 | |5 DE-604 | |
| 700 | 1 | |a Cirella, Stefano |e Verfasser |0 (DE-588)132450594X |4 aut | |
| 700 | 1 | |a Kelly, Paul R. |e Verfasser |0 (DE-588)1324506083 |4 aut | |
| 856 | 4 | 2 | |m Digitalisierung UB Regensburg - ADAM Catalogue Enrichment |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034922811&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
Datensatz im Suchindex
| _version_ | 1805077392012607488 |
|---|---|
| adam_text |
CONTENTS List of Figures List of Tables Online Resources About the Authors Foreword Acknowledgements xix xxi xxiii xxv xxvii xxix 1 Introduction Part I The Strategic Context of Change 1 An Introduction to Change: What Is Change and Why Do We Do It? 7 9 2 Traditional Theories of Change: An Overview 31 3 The Role of Strategy and the External Environment in Driving Change 59 Part II An Approach Based on Change Makers 77 4 Change Makers and Change Agents: Diverse Roles and Common Challenges 79 5 Perspectives on Digital Transformation 97 6 Change and Voice: Inclusivity Equality and Diversity 117 Part III Current Issues on Change 133 7 Leadership and Organizational Change 135 8 Power and Resistance in Organizational Change 153 9 Change and Creativity: Enhancing the Power of Collective Creativity 177 10 Change and Innovation: Exploring Collaborative Models 205
viii I ORGANIZATIONAL CHANGE MANAGEMENT 11 Evaluating Change: From Metrics to Networks 231 12 Learning, Collaborative Research and Knowledge Sharing 251 Part IV Integrated Case Studies 277 Case Study A: Queen Elizabeth Hospital 279 Case Study B: Building an Entrepreneurial Social Enterprise with Wellbeing in Mind 2K7 Case Study C: Leading a Turnaround and Empowering Creativity in Soft Silk 293 Case Study D: A Global Development 'Knowledge Platform’: What Wins When Long-Term Capacity Building Clashes with Short-Term Results Pressures? 303 Case Study E: Zwilling: Merging Two Family Firms 311 References Index 317 347
DETAILED CONTENTS List of Figures List of Tables Online Resources About the Authors Foreword Acknowledgements Introduction Why a Textbook on Organizational Change? Who is this book for? How This Book Is Structured Part I: The strategic context of change Part II: An approach based on change makers Part III: Current issues on change Part IV: Integrated case studies Part I The Strategic Context of Change 1 An Introduction to Change: What Is Change and Why Do We Do It? Chapter Objectives 1.1 Introduction 1.2 What is Organizational Change? Contextual levels of change Continuous improvement Transformational change 1.3 Urgency and Crisis in Driving Change 1.4 Change Implementation Theory E and Theory О Measuring change success Key questions for implementing organizational change Chapter Summary Activity Further Recommended Reading Further Recommended Reading xix xxi xxiii xxv xxvii xxix 1 1 2 3 3 4 4 5 7 9 9 10 10 11 13 16 19 19 21 21 22 25 25 29 29
X I ORGANIZATIONAL CHANGE MANAGEMENT 2 Traditional Theories of Change: An Overview 31 Chapter Objectives 2.1 Introduction 2.2 Planned Change Approach Lewin's three-step model Underpinning assumptions Other models of planned change Criticisms of the planned change approach 2.3 Emergent Change Approach Culture Structures Organizational learning Managerial behaviour Power and politics Criticisms of the emergent change approach Planned versus emergent change 2.4 Systems Approach Complexity theory Criticisms of the systems approach 2.5 Process Approach Agency Context Time Criticisms of a process approach Chapter Summary Activity Further Recommended Reading 31 32 33 33 35 37 41 41 42 43 44 44 44 45 45 48 49 51 51 52 53 53 54 55 56 57 3 The Role of Strategy and the External Environment in Driving Change Chapter Objectives 3.1 Introduction 3.2 The Strategic Context of Change Management External environment Stakeholder analysis 3.3 Developing a Business Strategy 3.4 Managing Change Strategically Developing the strategic vision of change Designing and implementing the interventions 3.5 Change Makers Implementing Change from Within The role of change makers in strategy processes Why do change makers feel frustrated? Chapter Summary Activity Further Recommended Reading 59 59 60 60 60 (,5 66 68 70 71 72 72 73 74 74 76
DETAILED CONTENTS Part II An Approach Based on Change Makers 4 5 | xi 77 Change Makers and Change Agents: Diverse Roles and Common Challenges 79 Chapter Objectives 4.1 Introduction 4.2 Who Are Change Makers and What Do They Do? Definition of change maker Creating change makers Project managers and project teams 4.3 The Importance of Change Makers in the Change Process Diffusion of innovation Sense-making Managing emotions Boundary spanning 4.4 Challenges for Change Makers Role ambiguity Power dynamics Dominant narratives and resistance to change Managing complexity and multifaceted change Chapter Summary Activity Further Recommended Reading 79 80 80 81 82 84 85 85 86 86 87 88 88 89 90 91 91 92 95 Perspectives on Digital Transformation Chapter Objectives 5.1 Introduction 5.2 Digital Transformation: Definitions and History 5.3 Current Digital Transformation Models IT waterfall and agile models 5.4 Technology-centric digital transformation Technology-centric evolution The human side of digital transformation Some interim lessons for change makers 5.5 Alternative Perspectives on Digital Transformation 97 97 98 99 102 102 103 104 105 106 107 Technological-determinist perspectives 107 Sociological-determinist perspectives 108 Socio-technical middle ground Human-computer interaction - the social end of computer science Information systems and organizational practice Technology-as-practice Sociomateriality Final lessons for change makers Chapter Summary 108 109 110 112 113 114 114
xii I ORGANIZATIONAL CHANGE MANAGEMENT Activity Further Recommended Reading 115 116 6 Change and Voice: Inclusivity, Equality and Diversity 117 Chapter Objectives 6.1 Introduction 6.2 Resistance and Voice: A Critical Perspective 6.3 Challenges in Representing Diverse Voices Influencing similar others Different notions of fairness Institutionalized power and silencing 6.4 Mechanisms for Employee Voice Employee participation (e.g. collective bargaining) Recognition Inclusive meetings and collaborative decision-making Chapter Summary Activity Further Recommended Reading 117 И8 118 121 122 122 124 125 126 127 128 124 130 131 Part III Current Issues on Change 7 Leadership and Organizational Change Chapter Objectives 7.1 Introduction 7.2 Traditional Views of Leadership Traits Personality Style Skills Intelligence Charisma What these traditional views mean forchange makers 7.3 Contemporary Views of Leadership Contingency-based leadership Situational leadership Full-range leadership model (FRLM) Authentic leadership Responsible leadership and caring leadership Corporate leadership and fundamentalism What contemporary views of leadershipmean for change makers 7.4 Alternative and Critical Views of Leadership Follower-centric leadership Distributed leadership Inclusive leadership and diversity 133 135 135 136 137 137 138 138 134 134 140 140 141 141 141 142 143 144 144 145 145 14 5 14 6 146
DETAILED CONTENTS | Toxic, bad and destructive leadership What alternative and critical views mean for change makers 7.5 How Leadership Views Support Change Efforts Chapter Summary Activity Further Recommended Reading 147 148 148 150 150 150 8 Power and Resistance in Organizational Change Chapter Objectives 8.1 Introduction 8.2 Aspects of Power and Change Power and politics in organizational change Power as possession or relational, wielders, receivers and cultural norms Power in concepts and in work roles Power in behaviour Power and change makers 8.3 Traditional Views of Power Authority and hierarchy Coercion, remuneration and normative power Influence and persuasion The seven bases of power 8.4 Contemporary Views of Power Meaning and power The three faces of power Power-over, power-to, power-with and power-within an accessible framework Three circuits of power Foucault's work on power 8.5 Emerging Views: Distributed Power, Inclusion and Digital Change Distributed power Power, inclusion and diversity Power and digital change 8.6 Traditional Views of Resistance Resistance as psychological responses to change Resistance and leadership Resistance and identity Resistance due to threats and fears 8.7 Alternative Views of Resistance Overcoming the 'resistance is bad' view Re-interpreting resistance as beneficial to change Constructive engagement and shared sense-making Readiness for change, motivations and outcomes Resistance, power and better change processes Chapter Summary xiii 153 153 154 155 156 156 156 157 157 158 158 158 159 160 160 161 161 161 162 162 164 164 164 165
166 167 167 167 168 168 169 169 170 171 172 173
xiv I ORGANIZATIONAL CHANGE MANAGEMENT Activity Further Recommended Reading 9 Change and Creativity: Enhancing the Power of Collective Creativity Chapter Objectives 9.1 Introduction 9.2 What Is Creativity? 9.3 The Creative Process 9.4 Individual Creativity 9.5 Group Creativity and Team Creativity Team creativity techniques 9.6 Organizational Creativity Creative climate 9.7 Collective Creativity: Empowering People as Agents of Creativity Developing collective creativity as an organizational capability Leading for collective creativity Chapter Summary Activity Further Recommended Reading 10 Change and Innovation: Exploring Collaborative Models Chapter Objectives 10.1 Introduction 10.2 What Is Innovation? 10.3 Managing Innovation Novelty Improvements Implementation Innovation and technology 10.4 Innovation and Collaboration Open innovation Collaborative innovation 10.5 Design-Driven Innovation: The Role of Interpreters Interpreters and design discourses 10.6 Innovation and the Role of Users User innovation The role of lead users Chapter Summary Activity Further Recommended Reading 11 Evaluating Change: From Metrics to Networks Chapter Objectives 11.1 Introduction 1 73 1 74 177 17 7 1 78 178 180 183 185 18 7 191 192 194 199 201 202 203 204 205 205 206 206 208 208 209 210 212 213 213 216 219 221 223 224 225 228 229 230 231 231 w
DETAILED CONTENTS 11.2 Evaluations as Performance and Metrics Evaluation in project management Critical success factors User acceptance testing Relying on metrics for evaluation Innovation, performance and priming the pump - but unclear evaluation? Evaluating learning during change Summarizing metrics-based views 11.3 Beyond Metrics, Towards Networks 11.4 Evaluation with Stakeholders and Networks Boundary partners, spheres of influence and spheres of interest Design networks Activity networks Actor networks 11.5 Comparing Metrics and Network Approaches Chapter Summary Activity Further Recommended Reading 12 Learning, Collaborative Research and Knowledge Sharing Chapter Objectives 12.1 Introduction 12.2 Learning in Organizations Individual learning Organizational learning 12.3 Collaborative Research for Change Action research and insider action research Collaborative management research 12.4 Knowledge Sharing During Change Knowledge and knowledge sharing Communities of practice Knowledge brokering 12.5 Challenges for Learning and Knowledge Sharing Power and the inclusive valuing of knowledge Balancing what works with new ideas Chapter Summary Activity Further Recommended Reading j xv 234 234 235 235 236 236 2.37 238 238 240 241 241 242 245 247 249 249 250 251 251 252 253 253 255 258 258 260 262 263 266 267 268 269 271 273 273 274 Part IV Integrated Case Studies 277 Case Study A: Queen Elizabeth Hospital 279 Background Managing Change at Queen Elizabeth Hospital 279 280
xvi I ORGANIZATIONAL CHANGE MANAGEMENT Three Months After Opening Stakeholder Engagement Strategy at Queen Elizabeth Hospital 'Why are we going backwards?' Discussion Questions Resistance to change Innovation Evaluation Knowledge exchange 281 282 283 285 285 285 286 286 Case Study B: Building an Entrepreneurial Social Enterprise with Wellbeing in Mind 287 Introduction Developing a Strategy and Organizational Structure Creating a Work Environment to Promote Wellbeing and Creativity A Great Place to Work? Constantly Changing Discussion Questions Leadership and power Creativity Inclusivity and voice Case Study C: Leading a Turnaround and Empowering Creativity in Soft Silk Introduction Early 2000s and the Crisis The Turnaround: A Long, Complex Transformation Collaborating with Academia Empowering Creativity The End of Massimo's Term and the New Leadership What Happened Next: New Projects and New Challenges Discussion Questions Creativity and innovation Learning and collaboration Leadership and power Case Study D: A Global Development 'Knowledge Platform': What Wins When Long-Term Capacity Building Clashes with Short-Term Results Pressures? Introducing the Knowledge Platform Key Change Stakeholders KP Project Structure and Stresses 287 288 288 280 290 2^0 2‘ I 2‘ I 24 293 2q3 2”4 2‘M 2Q« 297 2q9 2q9 3(X) 300 301 3 01 303 303 303 304
DETAILED CONTENTS Overall Objectives: Capacities, Relationships and Products Year 0: Original Vision Year 1: Knowledge Products Over Knowledge Processes Year 2: From Capacity Building to Short-Term Results Four Challenges: Why Did the KP Fail? Discussion Questions Learning and knowledge sharing Digital transformation Power and resistance Leadership Case Study E: Zwilling: Merging Two Family Firms Introduction The Merger Announcing the merger Changes in processes and structure Resistance to Change Discussion Questions Resistance to change Creativity and innovation Leadership References Index | xvii 304 305 305 307 308 309 309 310 310 310 311 311 312 312 313 313 314 315 315 315 317 347 |
| adam_txt |
CONTENTS List of Figures List of Tables Online Resources About the Authors Foreword Acknowledgements xix xxi xxiii xxv xxvii xxix 1 Introduction Part I The Strategic Context of Change 1 An Introduction to Change: What Is Change and Why Do We Do It? 7 9 2 Traditional Theories of Change: An Overview 31 3 The Role of Strategy and the External Environment in Driving Change 59 Part II An Approach Based on Change Makers 77 4 Change Makers and Change Agents: Diverse Roles and Common Challenges 79 5 Perspectives on Digital Transformation 97 6 Change and Voice: Inclusivity Equality and Diversity 117 Part III Current Issues on Change 133 7 Leadership and Organizational Change 135 8 Power and Resistance in Organizational Change 153 9 Change and Creativity: Enhancing the Power of Collective Creativity 177 10 Change and Innovation: Exploring Collaborative Models 205
viii I ORGANIZATIONAL CHANGE MANAGEMENT 11 Evaluating Change: From Metrics to Networks 231 12 Learning, Collaborative Research and Knowledge Sharing 251 Part IV Integrated Case Studies 277 Case Study A: Queen Elizabeth Hospital 279 Case Study B: Building an Entrepreneurial Social Enterprise with Wellbeing in Mind 2K7 Case Study C: Leading a Turnaround and Empowering Creativity in Soft Silk 293 Case Study D: A Global Development 'Knowledge Platform’: What Wins When Long-Term Capacity Building Clashes with Short-Term Results Pressures? 303 Case Study E: Zwilling: Merging Two Family Firms 311 References Index 317 347
DETAILED CONTENTS List of Figures List of Tables Online Resources About the Authors Foreword Acknowledgements Introduction Why a Textbook on Organizational Change? Who is this book for? How This Book Is Structured Part I: The strategic context of change Part II: An approach based on change makers Part III: Current issues on change Part IV: Integrated case studies Part I The Strategic Context of Change 1 An Introduction to Change: What Is Change and Why Do We Do It? Chapter Objectives 1.1 Introduction 1.2 What is Organizational Change? Contextual levels of change Continuous improvement Transformational change 1.3 Urgency and Crisis in Driving Change 1.4 Change Implementation Theory E and Theory О Measuring change success Key questions for implementing organizational change Chapter Summary Activity Further Recommended Reading Further Recommended Reading xix xxi xxiii xxv xxvii xxix 1 1 2 3 3 4 4 5 7 9 9 10 10 11 13 16 19 19 21 21 22 25 25 29 29
X I ORGANIZATIONAL CHANGE MANAGEMENT 2 Traditional Theories of Change: An Overview 31 Chapter Objectives 2.1 Introduction 2.2 Planned Change Approach Lewin's three-step model Underpinning assumptions Other models of planned change Criticisms of the planned change approach 2.3 Emergent Change Approach Culture Structures Organizational learning Managerial behaviour Power and politics Criticisms of the emergent change approach Planned versus emergent change 2.4 Systems Approach Complexity theory Criticisms of the systems approach 2.5 Process Approach Agency Context Time Criticisms of a process approach Chapter Summary Activity Further Recommended Reading 31 32 33 33 35 37 41 41 42 43 44 44 44 45 45 48 49 51 51 52 53 53 54 55 56 57 3 The Role of Strategy and the External Environment in Driving Change Chapter Objectives 3.1 Introduction 3.2 The Strategic Context of Change Management External environment Stakeholder analysis 3.3 Developing a Business Strategy 3.4 Managing Change Strategically Developing the strategic vision of change Designing and implementing the interventions 3.5 Change Makers Implementing Change from Within The role of change makers in strategy processes Why do change makers feel frustrated? Chapter Summary Activity Further Recommended Reading 59 59 60 60 60 (,5 66 68 70 71 72 72 73 74 74 76
DETAILED CONTENTS Part II An Approach Based on Change Makers 4 5 | xi 77 Change Makers and Change Agents: Diverse Roles and Common Challenges 79 Chapter Objectives 4.1 Introduction 4.2 Who Are Change Makers and What Do They Do? Definition of change maker Creating change makers Project managers and project teams 4.3 The Importance of Change Makers in the Change Process Diffusion of innovation Sense-making Managing emotions Boundary spanning 4.4 Challenges for Change Makers Role ambiguity Power dynamics Dominant narratives and resistance to change Managing complexity and multifaceted change Chapter Summary Activity Further Recommended Reading 79 80 80 81 82 84 85 85 86 86 87 88 88 89 90 91 91 92 95 Perspectives on Digital Transformation Chapter Objectives 5.1 Introduction 5.2 Digital Transformation: Definitions and History 5.3 Current Digital Transformation Models IT waterfall and agile models 5.4 Technology-centric digital transformation Technology-centric evolution The human side of digital transformation Some interim lessons for change makers 5.5 Alternative Perspectives on Digital Transformation 97 97 98 99 102 102 103 104 105 106 107 Technological-determinist perspectives 107 Sociological-determinist perspectives 108 Socio-technical middle ground Human-computer interaction - the social end of computer science Information systems and organizational practice Technology-as-practice Sociomateriality Final lessons for change makers Chapter Summary 108 109 110 112 113 114 114
xii I ORGANIZATIONAL CHANGE MANAGEMENT Activity Further Recommended Reading 115 116 6 Change and Voice: Inclusivity, Equality and Diversity 117 Chapter Objectives 6.1 Introduction 6.2 Resistance and Voice: A Critical Perspective 6.3 Challenges in Representing Diverse Voices Influencing similar others Different notions of fairness Institutionalized power and silencing 6.4 Mechanisms for Employee Voice Employee participation (e.g. collective bargaining) Recognition Inclusive meetings and collaborative decision-making Chapter Summary Activity Further Recommended Reading 117 И8 118 121 122 122 124 125 126 127 128 124 130 131 Part III Current Issues on Change 7 Leadership and Organizational Change Chapter Objectives 7.1 Introduction 7.2 Traditional Views of Leadership Traits Personality Style Skills Intelligence Charisma What these traditional views mean forchange makers 7.3 Contemporary Views of Leadership Contingency-based leadership Situational leadership Full-range leadership model (FRLM) Authentic leadership Responsible leadership and caring leadership Corporate leadership and fundamentalism What contemporary views of leadershipmean for change makers 7.4 Alternative and Critical Views of Leadership Follower-centric leadership Distributed leadership Inclusive leadership and diversity 133 135 135 136 137 137 138 138 134 134 140 140 141 141 141 142 143 144 144 145 145 14 5 14 6 146
DETAILED CONTENTS | Toxic, bad and destructive leadership What alternative and critical views mean for change makers 7.5 How Leadership Views Support Change Efforts Chapter Summary Activity Further Recommended Reading 147 148 148 150 150 150 8 Power and Resistance in Organizational Change Chapter Objectives 8.1 Introduction 8.2 Aspects of Power and Change Power and politics in organizational change Power as possession or relational, wielders, receivers and cultural norms Power in concepts and in work roles Power in behaviour Power and change makers 8.3 Traditional Views of Power Authority and hierarchy Coercion, remuneration and normative power Influence and persuasion The seven bases of power 8.4 Contemporary Views of Power Meaning and power The three faces of power Power-over, power-to, power-with and power-within an accessible framework Three circuits of power Foucault's work on power 8.5 Emerging Views: Distributed Power, Inclusion and Digital Change Distributed power Power, inclusion and diversity Power and digital change 8.6 Traditional Views of Resistance Resistance as psychological responses to change Resistance and leadership Resistance and identity Resistance due to threats and fears 8.7 Alternative Views of Resistance Overcoming the 'resistance is bad' view Re-interpreting resistance as beneficial to change Constructive engagement and shared sense-making Readiness for change, motivations and outcomes Resistance, power and better change processes Chapter Summary xiii 153 153 154 155 156 156 156 157 157 158 158 158 159 160 160 161 161 161 162 162 164 164 164 165
166 167 167 167 168 168 169 169 170 171 172 173
xiv I ORGANIZATIONAL CHANGE MANAGEMENT Activity Further Recommended Reading 9 Change and Creativity: Enhancing the Power of Collective Creativity Chapter Objectives 9.1 Introduction 9.2 What Is Creativity? 9.3 The Creative Process 9.4 Individual Creativity 9.5 Group Creativity and Team Creativity Team creativity techniques 9.6 Organizational Creativity Creative climate 9.7 Collective Creativity: Empowering People as Agents of Creativity Developing collective creativity as an organizational capability Leading for collective creativity Chapter Summary Activity Further Recommended Reading 10 Change and Innovation: Exploring Collaborative Models Chapter Objectives 10.1 Introduction 10.2 What Is Innovation? 10.3 Managing Innovation Novelty Improvements Implementation Innovation and technology 10.4 Innovation and Collaboration Open innovation Collaborative innovation 10.5 Design-Driven Innovation: The Role of Interpreters Interpreters and design discourses 10.6 Innovation and the Role of Users User innovation The role of lead users Chapter Summary Activity Further Recommended Reading 11 Evaluating Change: From Metrics to Networks Chapter Objectives 11.1 Introduction 1 73 1 74 177 17 7 1 78 178 180 183 185 18 7 191 192 194 199 201 202 203 204 205 205 206 206 208 208 209 210 212 213 213 216 219 221 223 224 225 228 229 230 231 231 w
DETAILED CONTENTS 11.2 Evaluations as Performance and Metrics Evaluation in project management Critical success factors User acceptance testing Relying on metrics for evaluation Innovation, performance and priming the pump - but unclear evaluation? Evaluating learning during change Summarizing metrics-based views 11.3 Beyond Metrics, Towards Networks 11.4 Evaluation with Stakeholders and Networks Boundary partners, spheres of influence and spheres of interest Design networks Activity networks Actor networks 11.5 Comparing Metrics and Network Approaches Chapter Summary Activity Further Recommended Reading 12 Learning, Collaborative Research and Knowledge Sharing Chapter Objectives 12.1 Introduction 12.2 Learning in Organizations Individual learning Organizational learning 12.3 Collaborative Research for Change Action research and insider action research Collaborative management research 12.4 Knowledge Sharing During Change Knowledge and knowledge sharing Communities of practice Knowledge brokering 12.5 Challenges for Learning and Knowledge Sharing Power and the inclusive valuing of knowledge Balancing what works with new ideas Chapter Summary Activity Further Recommended Reading j xv 234 234 235 235 236 236 2.37 238 238 240 241 241 242 245 247 249 249 250 251 251 252 253 253 255 258 258 260 262 263 266 267 268 269 271 273 273 274 Part IV Integrated Case Studies 277 Case Study A: Queen Elizabeth Hospital 279 Background Managing Change at Queen Elizabeth Hospital 279 280
xvi I ORGANIZATIONAL CHANGE MANAGEMENT Three Months After Opening Stakeholder Engagement Strategy at Queen Elizabeth Hospital 'Why are we going backwards?' Discussion Questions Resistance to change Innovation Evaluation Knowledge exchange 281 282 283 285 285 285 286 286 Case Study B: Building an Entrepreneurial Social Enterprise with Wellbeing in Mind 287 Introduction Developing a Strategy and Organizational Structure Creating a Work Environment to Promote Wellbeing and Creativity A Great Place to Work? Constantly Changing Discussion Questions Leadership and power Creativity Inclusivity and voice Case Study C: Leading a Turnaround and Empowering Creativity in Soft Silk Introduction Early 2000s and the Crisis The Turnaround: A Long, Complex Transformation Collaborating with Academia Empowering Creativity The End of Massimo's Term and the New Leadership What Happened Next: New Projects and New Challenges Discussion Questions Creativity and innovation Learning and collaboration Leadership and power Case Study D: A Global Development 'Knowledge Platform': What Wins When Long-Term Capacity Building Clashes with Short-Term Results Pressures? Introducing the Knowledge Platform Key Change Stakeholders KP Project Structure and Stresses 287 288 288 280 290 2^0 2‘ I 2‘ I 24 293 2q3 2”4 2‘M 2Q« 297 2q9 2q9 3(X) 300 301 3 01 303 303 303 304
DETAILED CONTENTS Overall Objectives: Capacities, Relationships and Products Year 0: Original Vision Year 1: Knowledge Products Over Knowledge Processes Year 2: From Capacity Building to Short-Term Results Four Challenges: Why Did the KP Fail? Discussion Questions Learning and knowledge sharing Digital transformation Power and resistance Leadership Case Study E: Zwilling: Merging Two Family Firms Introduction The Merger Announcing the merger Changes in processes and structure Resistance to Change Discussion Questions Resistance to change Creativity and innovation Leadership References Index | xvii 304 305 305 307 308 309 309 310 310 310 311 311 312 312 313 313 314 315 315 315 317 347 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Tucker, Danielle A. Cirella, Stefano Kelly, Paul R. |
| author_GND | (DE-588)1324505664 (DE-588)132450594X (DE-588)1324506083 |
| author_facet | Tucker, Danielle A. Cirella, Stefano Kelly, Paul R. |
| author_role | aut aut aut |
| author_sort | Tucker, Danielle A. |
| author_variant | d a t da dat s c sc p r k pr prk |
| building | Verbundindex |
| bvnumber | BV049577809 |
| classification_rvk | QP 340 |
| ctrlnum | (OCoLC)1428992529 (DE-599)BVBBV049577809 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>00000nam a2200000 c 4500</leader><controlfield tag="001">BV049577809</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20240617</controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">240221s2024 |||| |||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781529792256</subfield><subfield code="c">hbk</subfield><subfield code="9">978-1-5297-9225-6</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781529792249</subfield><subfield code="c">pbk</subfield><subfield code="9">978-1-5297-9224-9</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1428992529</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV049577809</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-355</subfield><subfield code="a">DE-188</subfield><subfield code="a">DE-739</subfield><subfield code="a">DE-1050</subfield><subfield code="a">DE-11</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 340</subfield><subfield code="0">(DE-625)141861:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Tucker, Danielle A.</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1324505664</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Organizational change management</subfield><subfield code="b">inclusion, collaboration and digital change in practice</subfield><subfield code="c">Danielle A. Tucker, Stefano Cirella & Paul R. Kelly</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">London</subfield><subfield code="b">Sage</subfield><subfield code="c">[2024]</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">© 2024</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">xxviii, 354 Seiten</subfield><subfield code="b">Diagramme</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisationswandel</subfield><subfield code="0">(DE-588)4075693-2</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield code="0">(DE-588)4123623-3</subfield><subfield code="a">Lehrbuch</subfield><subfield code="2">gnd-content</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Organisationswandel</subfield><subfield code="0">(DE-588)4075693-2</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Cirella, Stefano</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)132450594X</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Kelly, Paul R.</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1324506083</subfield><subfield code="4">aut</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">Digitalisierung UB Regensburg - ADAM Catalogue Enrichment</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034922811&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield></record></collection> |
| genre | (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV049577809 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T23:31:42Z |
| indexdate | 2024-07-20T06:12:27Z |
| institution | BVB |
| isbn | 9781529792256 9781529792249 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034922811 |
| oclc_num | 1428992529 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-188 DE-739 DE-1050 DE-11 |
| owner_facet | DE-355 DE-BY-UBR DE-188 DE-739 DE-1050 DE-11 |
| physical | xxviii, 354 Seiten Diagramme |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Sage |
| record_format | marc |
| spelling | Tucker, Danielle A. Verfasser (DE-588)1324505664 aut Organizational change management inclusion, collaboration and digital change in practice Danielle A. Tucker, Stefano Cirella & Paul R. Kelly London Sage [2024] © 2024 xxviii, 354 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier Management (DE-588)4037278-9 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Organisationswandel (DE-588)4075693-2 s Management (DE-588)4037278-9 s DE-604 Cirella, Stefano Verfasser (DE-588)132450594X aut Kelly, Paul R. Verfasser (DE-588)1324506083 aut Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034922811&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Tucker, Danielle A. Cirella, Stefano Kelly, Paul R. Organizational change management inclusion, collaboration and digital change in practice Management (DE-588)4037278-9 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4075693-2 (DE-588)4123623-3 |
| title | Organizational change management inclusion, collaboration and digital change in practice |
| title_auth | Organizational change management inclusion, collaboration and digital change in practice |
| title_exact_search | Organizational change management inclusion, collaboration and digital change in practice |
| title_exact_search_txtP | Organizational change management inclusion, collaboration and digital change in practice |
| title_full | Organizational change management inclusion, collaboration and digital change in practice Danielle A. Tucker, Stefano Cirella & Paul R. Kelly |
| title_fullStr | Organizational change management inclusion, collaboration and digital change in practice Danielle A. Tucker, Stefano Cirella & Paul R. Kelly |
| title_full_unstemmed | Organizational change management inclusion, collaboration and digital change in practice Danielle A. Tucker, Stefano Cirella & Paul R. Kelly |
| title_short | Organizational change management |
| title_sort | organizational change management inclusion collaboration and digital change in practice |
| title_sub | inclusion, collaboration and digital change in practice |
| topic | Management (DE-588)4037278-9 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Management Organisationswandel Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034922811&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT tuckerdaniellea organizationalchangemanagementinclusioncollaborationanddigitalchangeinpractice AT cirellastefano organizationalchangemanagementinclusioncollaborationanddigitalchangeinpractice AT kellypaulr organizationalchangemanagementinclusioncollaborationanddigitalchangeinpractice |