Exploring strategic change:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Harlow, England ; Munich [u.a.]
FT Prentice Hall Financial Times
2008
|
| Edition: | 3. ed. |
| Series: | The exploring corporate strategy series
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | XXI, 290 S. Ill., graph. Darst. |
| ISBN: | 9780273708025 |
Staff View
MARC
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| 245 | 1 | 0 | |a Exploring strategic change |c Julia Balogun, Veronica Hope Hailey |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Harlow, England ; Munich [u.a.] |b FT Prentice Hall Financial Times |c 2008 | |
| 300 | |a XXI, 290 S. |b Ill., graph. Darst. | ||
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| _version_ | 1824553503318605824 |
| adam_text | Brief contents
List of figures and tables xiii
List of illustrations xv
Preface xvii
Acknowledgements xix
Publisher s acknowledgements xx
Exploring strategic change: an introduction 1
Understanding implementation choices: the options
to consider 19
Analysing the change context: how context affects choice 63
Analysing the change context: exercising
change judgement 106
Case Study 1
Transforming a public sector communications agency 142
Q Designing the transition: the implementation path 153
Designing the transition: change levers and interventions 188
Managing the transition: planning, monitoring
and resourcing 229
Q Concluding comments 259
Case Study 2
BCP Aerospace 265
Index 282
Contents
List of figures and tables xiii
List of illustrations xv
Preface xvii
Acknowledgements xix
Publisher s acknowledgements xx
Exploring strategic change: an introduction 1
1.1 Introduction 1
1.2 The nature of organisational change 3
1.3 Context-specific change 7
1.4 Managerial skills for the change agent - analysis, judgement
and action 8
1.5 Personal competencies for the change agent - self-awareness 9
1.6 The transition state: designing context-sensitive
approaches to change 11
1.7 The transition state: design and management 15
1.8 Putting the jigsaw together - a change flow chart 15
1.9 Summary 16
References 17
Work assignments 18
Understanding implementation choices: the options
to consider 19
2.1 Introduction 19
2.2 Change path 20
2.2.1 Types of change 20
2.2.2 Adaptation and reconstruction 22
2.2.3 Evolution 24
2.2.4 Revolution 24
2.2.5 Paths of change 28
2.3 Change start-point 31
2.3.1 Top-down change 31
2.3.2 Bottom-up change 32
2.3.3 Pockets of good practice 32
2.3.4 Pilot sites 33
CONTENTS
2.4 Change style
2.4.1 Education and delegation
2.4.2 Collaboration
2.4.3 Participation
2.4.4 Direction
2.4.5 Coercion
2.5 Change target
2.5.1 Outputs
2.5.2 Behaviours
2.5.3 Values
2.6 Change levers
2.7 Change roles
2.8 Summary
References
Work assignments
35
37
37
40
40
41
42
42
43
46
48
55
59
60
62
| Analysing the change context: how context
affects choice 63
3.1 Introduction 63
3.2 Time 65
3.2.1 Assessing time 66
3.2.2 Time and design choices 68
3.3 Scope 70
3.3.1 Assessing scope 70
3.3.2 Scope and design choices 72
3.4 Preservation 75
3.4.1 Assessing preservation 75
3.4.2 Preservation and design choices 77
3.5 Diversity 79
3.5.1 Assessing diversity 80
3.5.2 Diversity and design choices 83
3.6 Capability 84
3.6.1 Assessing capability 86
3.6.2 Capability and design choices 89
3.7 Capacity 90
3.7.1 Assessing capacity 91
3.7.2 Capacity and design choices 94
3.8 Readiness 94
3.8.1 Assessing readiness for change 95
3.8.2 Readiness and design choices 97
CONTENTS
3.9 Power 98
3.9.1 Assessing power 99
3.9.2 Power and design choices 101
3.10 Summary 102
References 103
Work assignments 105
Analysing the change context: exercising
change judgement 106
4.1 Introduction 106
4.2 Tarmac 107
4.2.1 The kaleidoscope of Tarmac Central UK 116
4.2.2 Key contextual features for Tarmac Central 117
4.2.3 Design implications for Tarmac Central 117
4.2.4 The kaleidoscope for Tarmac France 120
4.2.5 Key contextual features for Tarmac France 121
4.2.6 Design implications for Tarmac France 122
4.2.7 The kaleidoscope for Tarmac Group overall 123
4.2.8 Design implications for the Tarmac Group 124
4.2.9 Tarmac case summary 126
4.3 Scienceco 127
4.3.1 The kaleidoscope for Scienceco in 2003 127
4.3.2 Key contextual features for Scienceco in 2003 131
4.3.3 Design implications for Scienceco in 2003 131
4.3.4 The kaleidoscope at Scienceco in 2005 133
4.4 Bayer Diagnostics Europe 133
4.4.1 The kaleidoscope of Bayer Diagnostics 137
4.4.2 Key contextual features of Bayer Diagnostics 138
4.4.3 Design implications for Bayer Diagnostics 138
4.5 Summary 140
References 141
Work assignments 141
Case Study 1
Transforming a public sector communications agency 142
Designing the transition: the implementation path 153
5.1 Introduction 153
5.2 The three change states: the current, the future and the transition 154
CONTENTS
5.3 The future state - developing a vision 154
5.3.1 Vision statements 155
5.3.2 Communicating a vision 155
5.3.3 Aligning actions and words: using the web to help
formulate a vision 156
5.4 Barriers to change 160
5.4.1 Identifying barriers to change and levers to overcome them 160
5.5 Designing the transition state: the organisational level 162
5.6 Facilitating personal transitions: the individual level 163
5.6.1 The transition curve 164
5.6.2 Experiencing the transition curve 165
5.7 Linking individual and organisational transitions 166
5.8 Mobilising for change 170
5.8.1 The change equation 172
5.8.2 Questioning and challenging of the status quo 173
5.8.3 Symbolic breaks with the past 175
5.8.4 Drastic measures and shock tactics 176
5.8.5 Communication, education and training 177
5.8.6 Earlier reconstruction or adaptation 177
5.9 Designing and sequencing change levers 179
5.9.1 Four subsystems of change 181
5.10 Linking design of the transition state to design choices 183
5.11 Summary 185
References 186
Work assignments 187
Designing the transition: change levers and interventions 188
6.1 Introduction 188
6.2 Communication during change 188
6.3 Verbal communication 189
6.3.1 Stakeholder needs 189
6.3.2 Timing of communication 191
6.3.3 Communication channels 194
6.3.4 Message content 201
6.3.5 Who should communicate the change? 201
6.4 Symbolic activity 203
6.4.1 Symbolism and symbolic activity 203
6.4.2 Symbolic activity and transition management 205
6.5 Building new human resource management systems 209
6.5.1 The human resource system 210
6.5.2 Short-term and long-term HR cycles and change 211
CONTENTS
6.5.3 The short-term HR cycle: recruitment, selection,
performance evaluation, reward and training 213
6.5.4 The long-term HR cycle: leadership, workforce and
organisational development 218
6.6 Linking design of communications and HR interventions
to design choices 225
6.7 Summary 225
References 226
Work assignments 228
Managing the transition: planning, monitoring
and resourcing 229
7.1 Introduction 229
7.2 Managing the transition 230
7.2.1 The nature of the transition state 230
7.2.2 Challenging assumptions about implementing
planned change 232
7.3 Designing change outcomes and monitoring mechanisms 234
7.3.1 The role of project management and measurement 234
7.3.2 Monitoring mechanisms 236
7.4 Change agency 237
7.4.1 Change agency and transition management 237
7.4.2 Change agency skills 238
7.4.3 Mapping organisational political systems 242
7.5 Middle managers and change agency 246
7.5.1 Middle managers as change intermediaries 246
7.5.2 Middle managers: a two-headed Janus? 248
7.6 Change recipients 248
7.6.1 Resistance to change 249
7.6.2 Survivor syndrome 250
7.6.3 Employee engagement 250
7.6.4 Organisational justice 254
7.7 Summary 256
References 256
Work assignments 258
Concluding comments 259
8.1 Introduction 259
8.2 The change flow chart 259
8.3 Responding to the complexity of change: reading
and rewriting the context 261
CONTENTS
8.3.1 Reading context: there are no universals 262
8.3.2 Rewriting context 263
8.4 In summary 263
References 264
Case Study 2
BCP Aerospace 265
Index 282
List of figures and tables
Figures
1.1 A punctuated equilibrium model of change 3
1.2 A continuous model of change 5
1.3 Change as a process through time 7
1.4 Change as three states 11
1.5 A formulaic approach to change design 12
1.6 A context-sensitive approach to change design 13
1.7 The change kaleidoscope 14
1.8 The change flow chart 16
2.1 The change kaleidoscope 19
2.2 Types of changes 21
2.3 Paths of change 28
2.4 Styles of managing change 36
2.5 Attitudes versus behaviours 44
2.6 The cultural web of an organisation 49
2.7 Linking change target and change levers 54
(a) Targettng outputs 54
(b) Targeting behaviours 54
(c) Targeting values 55
2.8 The pros and cons of different change roles 57
3.1 The change kaleidoscope 63
3.2 Contextual feature: time 65
3.3 Contextual feature: scope 70
3.4 Contextual feature: preservation 75
3.5 Contextual feature: diversity 79
3.6 Contextual feature: capability 85
3.7 Contextual feature: capacity 91
3.8 Contextual feature: readiness 95
3.9 Contextual feature: power 99
4.1 Key contextual features for Tarmac Central 118
4.2 Key contextual features for Tarmac France 121
4.3 Design choices for Tarmac Group 126
4.4 Key contextual features for Scienceco in 2003 131
4.5 Key contextual features for Scienceco in 2005 133
4.6 Key contextual features for Bayer Diagnostics in 1999 138
5.1 Three change states 154
5.2 Three phases of transition 162
5.3 Dual leadership responsibilities - managing the organisational
and individual change paths 164
LIST OF FIGURES AND TABLES
5.4 The transition curve 165
5.5 Linking organisational and individual change 168
5.6 The change equation 172
5.7 Four levels of levers 181
6.1 Stakeholder communication requirement 190
6.2 Communication during change 193
6.3 Communication channels 195
6.4 Effective versus non-effective change communication 195
6.5 The communication collision 202
6.6 Linking change and symbolism 208
6.7 Components of a human resource system 210
6.8 The People Process Model 212
7.1 Interrelationships between components of the change process 230
7.2 The unintended consequences of culture change 231
7.3 Challenging assumptions about change management practice 233
7.4 Techniques for monitoring and evaluating change progress 236
7.5 Change agent competencies 239
7.6 Constrained and enabled organisation contexts 240
7.7 Stakeholder analysis 243
7.8 Sociogram analysis 244
7.9 AID analysis 245
7.10 Understanding political behaviour: are you an owl, fox, donkey or sheep? 245
7.11 Interpretation as the key middle manager task 247
7.12 Resistance to change 249
7.13 Engagement, performance and retention 253
8.1 The change flow chart 260
8.2 The change kaleidoscope 261
Case Study 1
1 Elements and relationships within the MoD 143
2 DCSA manpower projection 152
Case Study 2
1 Current cultural webs for Attcel site 276
Tables
2.1 Elements of the cultural web 50
6.1 Organisational rituals and culture change 207
List of illustrations
1.1 An objective versus a subjective world view 10
2.1 Delivering adaptations and reconstructions 23
2.2 Evolution at GSK UK 25
2.3 Change paths: transforming Fiat 30
2.4 Implementing change through a pilot at CMIG 34
2.5 From collaboration to direction 39
2.6 Implementing change at the Forestry Commission of Great Britain 45
2.7 When targeting values doesn t lead to change 47
2.8 Mapping the extent of change at the Forestry Commission of Great Britain 52
2.9 Using change teams at Lufthansa 58
3.1 Rebuilding with speed: delivering turnaround at Lego 67
3.2 Transformational change at Prime Focus 73
3.3 Preserving what you ve got: the role of Appreciative Inquiry in a hospital trust 78
3.4 Behind the scenes: unifying changes at the Natural History Museum 81
3.5 Building capability for change and innovation at ITV 88
3.6 Capacity: an on-going problem for the UK s National Health Service? 93
3.7 Igniting purpose: a high readiness for change 97
3.8 The power of knowledge: resistance to change at Pelican Labs 100
4.1 Zero tolerance at Tarmac: implementing an international change programme 108
4.2 Shaping the context for change at Scienceco 128
4.3 Bayer Diagnostics Europe: a case study on pan-Europeanisation 134
5.1 Creating an internal brand at City Guilds 157
5.2 Design Services cultural web 158
5.3 A rapid adaptation 166
5.4 A painful adaptation 167
5.5 Managing change: an emotional roller coaster 169
5.6 An exercise on the transition curve 171
5.7 Mobilising through questioning and education at Home Depot 174
5.8 Launching change at Glenbrook Steel Mill 178
5.9 Turning around Nissan 180
5.10 Building GSK Pharma UK 182
6.1 Communication during closure of a call centre 192
6.2 Catalysing change at Unilever 197
6.3 Changing the way we talk : changing culture at Kraft Foods UK 198
6.4 The power of symbolism: changing Crummer Graduate School 205
6.5 Operating in a new space? Performance assessment,
reward and training in a space agency 216
LIST OF ILLUSTRATIONS
6.6 Ernst and Young - cultural change through leadership development 219
7.1 Delivering change in a constrained context 241
7.2 Survivor syndrome 251
7.3 Reactions to change at NewCounty 255
|
| adam_txt |
Brief contents
List of figures and tables xiii
List of illustrations xv
Preface xvii
Acknowledgements xix
Publisher's acknowledgements xx
Exploring strategic change: an introduction 1
Understanding implementation choices: the options
to consider 19
Analysing the change context: how context affects choice 63
Analysing the change context: exercising
change judgement 106
Case Study 1
Transforming a public sector communications agency 142
Q Designing the transition: the implementation path 153
Designing the transition: change levers and interventions 188
Managing the transition: planning, monitoring
and resourcing 229
Q Concluding comments 259
Case Study 2
BCP Aerospace 265
Index 282
Contents
List of figures and tables xiii
List of illustrations xv
Preface xvii
Acknowledgements xix
Publisher's acknowledgements xx
Exploring strategic change: an introduction 1
1.1 Introduction 1
1.2 The nature of organisational change 3
1.3 Context-specific change 7
1.4 Managerial skills for the change agent - analysis, judgement
and action 8
1.5 Personal competencies for the change agent - self-awareness 9
1.6 The transition state: designing context-sensitive
approaches to change 11
1.7 The transition state: design and management 15
1.8 Putting the jigsaw together - a change flow chart 15
1.9 Summary 16
References 17
Work assignments 18
Understanding implementation choices: the options
to consider 19
2.1 Introduction 19
2.2 Change path 20
2.2.1 Types of change 20
2.2.2 Adaptation and reconstruction 22
2.2.3 Evolution 24
2.2.4 Revolution 24
2.2.5 Paths of change 28
2.3 Change start-point 31
2.3.1 Top-down change 31
2.3.2 Bottom-up change 32
2.3.3 Pockets of good practice 32
2.3.4 Pilot sites 33
CONTENTS
2.4 Change style
2.4.1 Education and delegation
2.4.2 Collaboration
2.4.3 Participation
2.4.4 Direction
2.4.5 Coercion
2.5 Change target
2.5.1 Outputs
2.5.2 Behaviours
2.5.3 Values
2.6 Change levers
2.7 Change roles
2.8 Summary
References
Work assignments
35
37
37
40
40
41
42
42
43
46
48
55
59
60
62
| Analysing the change context: how context
affects choice 63
3.1 Introduction 63
3.2 Time 65
3.2.1 Assessing time 66
3.2.2 Time and design choices 68
3.3 Scope 70
3.3.1 Assessing scope 70
3.3.2 Scope and design choices 72
3.4 Preservation 75
3.4.1 Assessing preservation 75
3.4.2 Preservation and design choices 77
3.5 Diversity 79
3.5.1 Assessing diversity 80
3.5.2 Diversity and design choices 83
3.6 Capability 84
3.6.1 Assessing capability 86
3.6.2 Capability and design choices 89
3.7 Capacity 90
3.7.1 Assessing capacity 91
3.7.2 Capacity and design choices 94
3.8 Readiness 94
3.8.1 Assessing readiness for change 95
3.8.2 Readiness and design choices 97
CONTENTS
3.9 Power 98
3.9.1 Assessing power 99
3.9.2 Power and design choices 101
3.10 Summary 102
References 103
Work assignments 105
Analysing the change context: exercising
change judgement 106
4.1 Introduction 106
4.2 Tarmac 107
4.2.1 The kaleidoscope of Tarmac Central UK 116
4.2.2 Key contextual features for Tarmac Central 117
4.2.3 Design implications for Tarmac Central 117
4.2.4 The kaleidoscope for Tarmac France 120
4.2.5 Key contextual features for Tarmac France 121
4.2.6 Design implications for Tarmac France 122
4.2.7 The kaleidoscope for Tarmac Group overall 123
4.2.8 Design implications for the Tarmac Group 124
4.2.9 Tarmac case summary 126
4.3 Scienceco 127
4.3.1 The kaleidoscope for Scienceco in 2003 127
4.3.2 Key contextual features for Scienceco in 2003 131
4.3.3 Design implications for Scienceco in 2003 131
4.3.4 The kaleidoscope at Scienceco in 2005 133
4.4 Bayer Diagnostics Europe 133
4.4.1 The kaleidoscope of Bayer Diagnostics 137
4.4.2 Key contextual features of Bayer Diagnostics 138
4.4.3 Design implications for Bayer Diagnostics 138
4.5 Summary 140
References 141
Work assignments 141
Case Study 1
Transforming a public sector communications agency 142
Designing the transition: the implementation path 153
5.1 Introduction 153
5.2 The three change states: the current, the future and the transition 154
CONTENTS
5.3 The future state - developing a vision 154
5.3.1 Vision statements 155
5.3.2 Communicating a vision 155
5.3.3 Aligning actions and words: using the web to help
formulate a vision 156
5.4 Barriers to change 160
5.4.1 Identifying barriers to change and levers to overcome them 160
5.5 Designing the transition state: the organisational level 162
5.6 Facilitating personal transitions: the individual level 163
5.6.1 The transition curve 164
5.6.2 Experiencing the transition curve 165
5.7 Linking individual and organisational transitions 166
5.8 Mobilising for change 170
5.8.1 The change equation 172
5.8.2 Questioning and challenging of the status quo 173
5.8.3 Symbolic breaks with the past 175
5.8.4 Drastic measures and shock tactics 176
5.8.5 Communication, education and training 177
5.8.6 Earlier reconstruction or adaptation 177
5.9 Designing and sequencing change levers 179
5.9.1 Four subsystems of change 181
5.10 Linking design of the transition state to design choices 183
5.11 Summary 185
References 186
Work assignments 187
Designing the transition: change levers and interventions 188
6.1 Introduction 188
6.2 Communication during change 188
6.3 Verbal communication 189
6.3.1 Stakeholder needs 189
6.3.2 Timing of communication 191
6.3.3 Communication channels 194
6.3.4 Message content 201
6.3.5 Who should communicate the change? 201
6.4 Symbolic activity 203
6.4.1 Symbolism and symbolic activity 203
6.4.2 Symbolic activity and transition management 205
6.5 Building new human resource management systems 209
6.5.1 The human resource system 210
6.5.2 Short-term and long-term HR cycles and change 211
CONTENTS
6.5.3 The short-term HR cycle: recruitment, selection,
performance evaluation, reward and training 213
6.5.4 The long-term HR cycle: leadership, workforce and
organisational development 218
6.6 Linking design of communications and HR interventions
to design choices 225
6.7 Summary 225
References 226
Work assignments 228
Managing the transition: planning, monitoring
and resourcing 229
7.1 Introduction 229
7.2 Managing the transition 230
7.2.1 The nature of the transition state 230
7.2.2 Challenging assumptions about implementing
planned change 232
7.3 Designing change outcomes and monitoring mechanisms 234
7.3.1 The role of project management and measurement 234
7.3.2 Monitoring mechanisms 236
7.4 Change agency 237
7.4.1 Change agency and transition management 237
7.4.2 Change agency skills 238
7.4.3 Mapping organisational political systems 242
7.5 Middle managers and change agency 246
7.5.1 Middle managers as change intermediaries 246
7.5.2 Middle managers: a two-headed Janus? 248
7.6 Change recipients 248
7.6.1 Resistance to change 249
7.6.2 Survivor syndrome 250
7.6.3 Employee engagement 250
7.6.4 Organisational justice 254
7.7 Summary 256
References 256
Work assignments 258
Concluding comments 259
8.1 Introduction 259
8.2 The change flow chart 259
8.3 Responding to the complexity of change: reading
and rewriting the context 261
CONTENTS
8.3.1 Reading context: there are no universals 262
8.3.2 Rewriting context 263
8.4 In summary 263
References 264
Case Study 2
BCP Aerospace 265
Index 282
List of figures and tables
Figures
1.1 A punctuated equilibrium model of change 3
1.2 A continuous model of change 5
1.3 Change as a process through time 7
1.4 Change as three states 11
1.5 A formulaic approach to change design 12
1.6 A context-sensitive approach to change design 13
1.7 The change kaleidoscope 14
1.8 The change flow chart 16
2.1 The change kaleidoscope 19
2.2 Types of changes 21
2.3 Paths of change 28
2.4 Styles of managing change 36
2.5 Attitudes versus behaviours 44
2.6 The cultural web of an organisation 49
2.7 Linking change target and change levers 54
(a) Targettng outputs 54
(b) Targeting behaviours 54
(c) Targeting values 55
2.8 The pros and cons of different change roles 57
3.1 The change kaleidoscope 63
3.2 Contextual feature: time 65
3.3 Contextual feature: scope 70
3.4 Contextual feature: preservation 75
3.5 Contextual feature: diversity 79
3.6 Contextual feature: capability 85
3.7 Contextual feature: capacity 91
3.8 Contextual feature: readiness 95
3.9 Contextual feature: power 99
4.1 Key contextual features for Tarmac Central 118
4.2 Key contextual features for Tarmac France 121
4.3 Design choices for Tarmac Group 126
4.4 Key contextual features for Scienceco in 2003 131
4.5 Key contextual features for Scienceco in 2005 133
4.6 Key contextual features for Bayer Diagnostics in 1999 138
5.1 Three change states 154
5.2 Three phases of transition 162
5.3 Dual leadership responsibilities - managing the organisational
and individual change paths 164
LIST OF FIGURES AND TABLES
5.4 The transition curve 165
5.5 Linking organisational and individual change 168
5.6 The change equation 172
5.7 Four levels of levers 181
6.1 Stakeholder communication requirement 190
6.2 Communication during change 193
6.3 Communication channels 195
6.4 Effective versus non-effective change communication 195
6.5 The communication collision 202
6.6 Linking change and symbolism 208
6.7 Components of a human resource system 210
6.8 The People Process Model 212
7.1 Interrelationships between components of the change process 230
7.2 The unintended consequences of culture change 231
7.3 Challenging assumptions about change management practice 233
7.4 Techniques for monitoring and evaluating change progress 236
7.5 Change agent competencies 239
7.6 Constrained and enabled organisation contexts 240
7.7 Stakeholder analysis 243
7.8 Sociogram analysis 244
7.9 AID analysis 245
7.10 Understanding political behaviour: are you an owl, fox, donkey or sheep? 245
7.11 Interpretation as the key middle manager task 247
7.12 Resistance to change 249
7.13 Engagement, performance and retention 253
8.1 The change flow chart 260
8.2 The change kaleidoscope 261
Case Study 1
1 Elements and relationships within the MoD 143
2 DCSA manpower projection 152
Case Study 2
1 Current cultural webs for Attcel site 276
Tables
2.1 Elements of the cultural web 50
6.1 Organisational rituals and culture change 207
List of illustrations
1.1 An objective versus a subjective world view 10
2.1 Delivering adaptations and reconstructions 23
2.2 Evolution at GSK UK 25
2.3 Change paths: transforming Fiat 30
2.4 Implementing change through a pilot at CMIG 34
2.5 From collaboration to direction 39
2.6 Implementing change at the Forestry Commission of Great Britain 45
2.7 When targeting values doesn't lead to change 47
2.8 Mapping the extent of change at the Forestry Commission of Great Britain 52
2.9 Using change teams at Lufthansa 58
3.1 Rebuilding with speed: delivering turnaround at Lego 67
3.2 Transformational change at Prime Focus 73
3.3 Preserving what you've got: the role of Appreciative Inquiry in a hospital trust 78
3.4 Behind the scenes: unifying changes at the Natural History Museum 81
3.5 Building capability for change and innovation at ITV 88
3.6 Capacity: an on-going problem for the UK's National Health Service? 93
3.7 Igniting purpose: a high readiness for change 97
3.8 The power of knowledge: resistance to change at Pelican Labs 100
4.1 Zero tolerance at Tarmac: implementing an international change programme 108
4.2 Shaping the context for change at Scienceco 128
4.3 Bayer Diagnostics Europe: a case study on pan-Europeanisation 134
5.1 Creating an internal brand at City Guilds 157
5.2 Design Services cultural web 158
5.3 A rapid adaptation 166
5.4 A painful adaptation 167
5.5 Managing change: an emotional roller coaster 169
5.6 An exercise on the transition curve 171
5.7 Mobilising through questioning and education at Home Depot 174
5.8 Launching change at Glenbrook Steel Mill 178
5.9 Turning around Nissan 180
5.10 Building GSK Pharma UK 182
6.1 Communication during closure of a call centre 192
6.2 Catalysing change at Unilever 197
6.3 Changing the way we'talk': changing culture at Kraft Foods UK 198
6.4 The power of symbolism: changing Crummer Graduate School 205
6.5 Operating in a new space? Performance assessment,
reward and training in a space agency 216
LIST OF ILLUSTRATIONS
6.6 Ernst and Young - cultural change through leadership development 219
7.1 Delivering change in a constrained context 241
7.2 Survivor syndrome 251
7.3 Reactions to change at NewCounty 255 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Balogun, Julia ca. 20. / 21. Jh Hailey, Veronica Hope |
| author_GND | (DE-588)1254655174 (DE-588)135855829 |
| author_facet | Balogun, Julia ca. 20. / 21. Jh Hailey, Veronica Hope |
| author_role | aut aut |
| author_sort | Balogun, Julia ca. 20. / 21. Jh |
| author_variant | j b jb v h h vh vhh |
| building | Verbundindex |
| bvnumber | BV023313934 |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 |
| callnumber-search | HD30.28 |
| callnumber-sort | HD 230.28 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 320 QP 340 |
| ctrlnum | (OCoLC)214323026 (DE-599)BVBBV023313934 |
| dewey-full | 658.4/012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| id | DE-604.BV023313934 |
| illustrated | Illustrated |
| index_date | 2024-07-02T20:51:22Z |
| indexdate | 2025-02-20T06:36:54Z |
| institution | BVB |
| isbn | 9780273708025 |
| language | English |
| lccn | 2008013990 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016498151 |
| oclc_num | 214323026 |
| open_access_boolean | |
| owner | DE-703 DE-11 DE-473 DE-BY-UBG DE-863 DE-BY-FWS |
| owner_facet | DE-703 DE-11 DE-473 DE-BY-UBG DE-863 DE-BY-FWS |
| physical | XXI, 290 S. Ill., graph. Darst. |
| publishDate | 2008 |
| publishDateSearch | 2008 |
| publishDateSort | 2008 |
| publisher | FT Prentice Hall Financial Times |
| record_format | marc |
| series2 | The exploring corporate strategy series |
| spellingShingle | Balogun, Julia ca. 20. / 21. Jh Hailey, Veronica Hope Exploring strategic change Organizational change Strategic planning Unternehmensentwicklung (DE-588)4125011-4 gnd Unternehmen (DE-588)4061963-1 gnd Change Management (DE-588)7606306-9 gnd Organisationswandel (DE-588)4075693-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4125011-4 (DE-588)4061963-1 (DE-588)7606306-9 (DE-588)4075693-2 (DE-588)4124261-0 |
| title | Exploring strategic change |
| title_auth | Exploring strategic change |
| title_exact_search | Exploring strategic change |
| title_exact_search_txtP | Exploring strategic change |
| title_full | Exploring strategic change Julia Balogun, Veronica Hope Hailey |
| title_fullStr | Exploring strategic change Julia Balogun, Veronica Hope Hailey |
| title_full_unstemmed | Exploring strategic change Julia Balogun, Veronica Hope Hailey |
| title_short | Exploring strategic change |
| title_sort | exploring strategic change |
| topic | Organizational change Strategic planning Unternehmensentwicklung (DE-588)4125011-4 gnd Unternehmen (DE-588)4061963-1 gnd Change Management (DE-588)7606306-9 gnd Organisationswandel (DE-588)4075693-2 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Organizational change Strategic planning Unternehmensentwicklung Unternehmen Change Management Organisationswandel Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016498151&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT balogunjulia exploringstrategicchange AT haileyveronicahope exploringstrategicchange |
Indexes
THWS Würzburg Zentralbibliothek Lesesaal
| Call Number: |
1000 QP 340 B195(3) |
|---|---|
| Copy 1 | ausleihbar Available Place a Hold |
| Copy 2 | ausleihbar Available Place a Hold |
| Copy 3 | ausleihbar Checked out – Due: 22.04.2026 Recall This |
THWS Würzburg Zentralbibliothek Lehrbuchsammlung
| Call Number: |
1001 QP 340 B195(3) |
|---|---|
| Copy 1 | ausleihbar für Studierende und Hausangehörige Available Place a Hold |
| Copy 2 | ausleihbar für Studierende und Hausangehörige Available Place a Hold |
| Copy 3 | ausleihbar für Studierende und Hausangehörige Available Place a Hold |
| Copy 4 | ausleihbar für Studierende und Hausangehörige Available Place a Hold |
| Copy 5 | ausleihbar für Studierende und Hausangehörige Available Place a Hold |
| Copy 6 | ausleihbar für Studierende und Hausangehörige Available Place a Hold |