Managing Change in Organizations

Nadja Soergaerde is a senior lecturer in Business Administration at the School of Economics and Management, Lund University. She has been a visiting scholar at the University of Queensland and University of Technology Sydney. Her research focus is organizational change, culture and identity and she has studied change processes in the private as well as the third sector. She is a respected lecturer and has received prize for her pedagogical engagements. Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University. He has been visiting researcher at Cardiff Business School, Melbourne University, University of Sydney and Auckland Business School.

Chapter 1: Introduction Chapter 2: Perspectives on Change Chapter 3: Why Organizational Change? Chapter 4: The Tool Perspective - planned change and organizational development Chapter 5: The Tool Perspective - integrated organizational models Chapter 6: Process perspective - interpretation and understanding-orientation Chapter 7: Process perspective - the importance of language Chapter 8: Critical perspective on Change Chapter 9: The Complexity of Resistance Chapter 10: Managing Organizational Change - Practical Insights and Lessons Learned

"This is a much-needed book that allows readers to not only examine the practical and planned aspects of change, but also to explore organizational change from the processual and critical perspectives which are all too often neglected in books on managing organizational change." -- Professor Cynthia Hardy "Eschewing easy and simplistic answers, the authors also refuse to be fazed by the complexities of organizational change. They offer a sharp, multi-dimensional and probing commentary on how organizational change comes about, why it so often goes against the intentions of its instigators, why it breeds resistance and why resistance is not necessarily a bad thing. They are not afraid to engage and offer compelling commentaries on what exactly counts as change, why one person sees change where another sees continuity, who stands to benefit and lose from change. Above all, they demonstrate the practical wisdom of approaching change as a fluid phenomenon that can at best be managed but not fully controlled. This is a must for all scholars of organizational change and practitioners wise enough to look beyond the recipe book." -- Professor Yiannis Gabriel