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A fresh approach to managing organizational change by looking at it as complex, dynamic and messy as opposed to a series of neat, linear stages and processes leading to success.
Key to the approach is the idea that change, creativity and innovation all overlap and interconnect rather than being three separate areas of study and that managing the three together is central to organizations having the competitive edge in developing new technologies and techniques, products and services.
The book continues to offer practical guidelines as well as a theoretical understanding of change, creativity and innovation. It delivers an equal balance of critical perspectives and sound ideas for organizational change and development and presents the idea that change can be proactive, driven by creativity and innovation.
The new edition includes additional change management content including learning, personal change, managing the self, employability, developments in conventional Organizational Development and new emergent forms including appreciative inquiry. Along with a series of rich international case studies, including TNT Australia, Amazon, Leeds Rhinos, Jerusalem Paints, Alpha Pro Pump and KPMG.
It is supported by a range of learning and revision aids including reflective exercises, review and discussion questions and hands-on research tasks. All of which help students to reflect on the material covered and provide a source for more open group discussion and debate.
A companion website accompanies the book, with additional material including PowerPoint slides for lecturers and video links and access to SAGE journal articles for Students.
Suitable for upper-level undergraduates and postgraduate students.
Previous editions of this book have been widely praised and rightly so. In this new version significant updates and additions have been made to ensure critical engagement with key conceptual advances, contemporary debates and practical insight. As such Managing Change, Creativity and Innovation deserves to remain the source of choice for the thoughtful and reflective student of innovation or change practitioner.
-- Ian McLoughlin * Professor of Management, Monash University, Australia and Visiting Professor, Warwick University, UK *
Dawson & Andriopoulos' book makes a significant contribution to the scholarly literature on organizational change. This well-written and comprehensive book highlights the critical importance of analyzing interactions between individual, group, temporal, and environmental factors throughout the process of organizational change. Presented in an interesting and highly readable style, this book will be of considerable value to students, scholars and business practitioners alike. Highly recommended.
-- Professor Kenneth McBey
This book does a masterful job of promoting critical thinking to managing change and creativity.
-- David M. Boje
With each successive edition, this book just gets better and better. It is essential reading for anyone who has an interest in managing and changing organizations.
-- Professor Bernard Burnes
For students and practitioners, this is a benchmark text on the process of organizational change. Why do many planned changes fail to meet their goals? Change management is often presented as a reaction to business problems, but change can also be proactive, driven by entrepreneurship, leadership, creativity and innovation. Combining these perspectives in a processual framework, this text offers fresh explanations, beyond oversimplified guidelines and complex theories, with new case studies and updated material. The authors present a cross-disciplinary set of models and techniques in a style sensitive to corporate, managerial and individual concerns.
-- David A. Buchanan
`By adopting an explicitly processual and temporal stance, Dawson and Andriopoulos go beyond simple prescriptions to conceive change, innovation and creativity as continuously inter-weaving and co-emergent dynamics of social engagement. This novel perspective not only has potential to liberate students and researchers from the constraints of overly abstracted thinking, but it also resonates strongly with the lived experiences of practising managers.'
-- Dr Barbara Simpson
Setting the Scene: The Changing Landscape of Business Organizations
The Process of Change, Creativity and Innovation
A Brief History of Management Thought in the Development of Concepts, Theories and Business Practice
Change and Innovation in Organizations
Classifying Theories: The Change-Continuity Paradox
Change Management Practice: Choice, Lessons Learned and Key Considerations
Human Dimensions: Readiness, Time Perspective, Communication, Power, Politics and Resistance
Conventional Frameworks: Planning, Diagnostics and Sequence
Recent Developments and Postmodern Ideas: Dialogue and Meaning
The Processual Turn: Politics, Context and Time
Creativity, Innovation and Change in Organizations
Creative Industries, Innovative Cities and Changing Worlds
The Individual: Promoting Critical Thinking
The Group: Nurturing Teamwork
The Leader: Promoting New Ideas at Work
The Internal Environment: Orchestrating Structure, Systems and Resources
Culture: Enabling and Constraining Creative Processes at Work