Changing change management: strategy, power and resistance
"The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management inte...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York, NY
Routledge
2020
|
| Schriftenreihe: | Routledge studies in organizational change & development
Routledge studies in organizational change & development |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism. It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies"-- |
| Beschreibung: | Description based on online resource; title from digital title page (viewed on March 04, 2020) |
| Beschreibung: | 1 online resource |
| ISBN: | 9780429642005 0429642008 9780429029981 0429029985 9780429635663 0429635664 9780429638831 0429638833 |
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Datensatz im Suchindex
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| dewey-sort | 3658.4 16 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T15:58:01Z |
| indexdate | 2024-07-10T08:59:54Z |
| institution | BVB |
| isbn | 9780429642005 0429642008 9780429029981 0429029985 9780429635663 0429635664 9780429638831 0429638833 |
| language | English |
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| publisher | Routledge |
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| series2 | Routledge studies in organizational change & development |
| spelling | McCabe, Darren Verfasser aut Changing change management strategy, power and resistance Darren McCabe New York, NY Routledge 2020 © 2020 1 online resource txt rdacontent c rdamedia cr rdacarrier Routledge studies in organizational change & development Description based on online resource; title from digital title page (viewed on March 04, 2020) "The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism. It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies"-- Organizational change / Management Public administration / Great Britain / Case studies https://www.taylorfrancis.com/books/9780429029981 Verlag URL des Erstveroeffentlichers Volltext |
| spellingShingle | McCabe, Darren Changing change management strategy, power and resistance Organizational change / Management Public administration / Great Britain / Case studies |
| title | Changing change management strategy, power and resistance |
| title_auth | Changing change management strategy, power and resistance |
| title_exact_search | Changing change management strategy, power and resistance |
| title_exact_search_txtP | Changing change management strategy, power and resistance |
| title_full | Changing change management strategy, power and resistance Darren McCabe |
| title_fullStr | Changing change management strategy, power and resistance Darren McCabe |
| title_full_unstemmed | Changing change management strategy, power and resistance Darren McCabe |
| title_short | Changing change management |
| title_sort | changing change management strategy power and resistance |
| title_sub | strategy, power and resistance |
| topic | Organizational change / Management Public administration / Great Britain / Case studies |
| topic_facet | Organizational change / Management Public administration / Great Britain / Case studies |
| url | https://www.taylorfrancis.com/books/9780429029981 |
| work_keys_str_mv | AT mccabedarren changingchangemanagementstrategypowerandresistance |