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Breaking the Code of Change

ISBN-10: 1578513316
ISBN-13: 9781578513314
Edition: 2000
List price: $60.00 Buy it from $3.94
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Description: This text provides a crucial starting point on the journey toward unlocking our understanding of organizational change. It is based on a dynamic debate attended by the leading lights in the field, and presents a series of articles by these experts.

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Book details

List price: $60.00
Copyright year: 2000
Publisher: Harvard Business Review Press
Publication date: 10/3/2000
Binding: Hardcover
Pages: 528
Size: 6.50" wide x 9.25" long x 1.75" tall
Weight: 2.090
Language: English

This text provides a crucial starting point on the journey toward unlocking our understanding of organizational change. It is based on a dynamic debate attended by the leading lights in the field, and presents a series of articles by these experts.

Michael Beer. Professor of Business Administration, Emeritus at the Harvard Business School and chairman of TruePoint Partners and the not-for-profit TruePoint Center. He is an authority on organizational effectiveness, strategic change, and strategic human resource management. He has taught courses in all of these fields and authored or co-authored nine books. With Russ Eisenstat and Bert Spector he is author of the award winning 1990 book The Critical Path to Corporate Renewal published by HBSP. His latest book, The High Commitment High Performance Casebook: How to Build A Resilient Organization for Sustained Advantage, will be published by Jossey Bass in July 2009. Flemming Norrgren. Professor at the Chalmers University of Technology in Gothenburg, Sweden and a noted researcher and author of many articles in noted journals. He is co-director and founder of Fenix, a not-for-profit management research and development institute, and a fellow at the TruePoint Center. Russell Eisenstat. President of TruePoint, a research based consultancy, and a fellow at the TruePoint Center. He is a former faculty member at Harvard Business School, has co-authored numerous articles, and also co-authored the award winning HBSP book The Critical Path to Corporate Renewal with Mike Beer. Nathaniel Foote. Managing director of TruePoint and a fellow at The TruePoint Center. He is a former partner at McKinsey where he headed their organizational practice division and is the author and co-author of several influential management articles. Tobias Fredberg. Assistant professor at Chalmers University of Technology in Gothenburg, Sweden and the primary researcher for this project. He also teaches at other universities in Sweden, Germany, and Austria. He collaborates on research about managing strategic change and innovation with several major companies. He is also involved with the TruePoint Center for High Commitment and Performance. John Butman, developer and collaborating writer. Principal of The Butman Company, Inc., book developers, collaborating writers, and implementers of idea platforms for clients around the world. John has been involved in the creation of more than twenty books including TRADING UP: The New American Luxury, a BusinessWeek bestseller and winner of the Berry-AMA prize for best marketing book of 2003; GLOBALITY: Competing with Everyone from Everywhere for Everything, an Economist Pick of the Pile for 2008; and REAL BOYS: Rescuing Our Sons from the Myths of Boyhood, a New York Times #2 bestseller.

Preface and Acknowledgments
Introduction: Resolving the Tension between Theories E and O of Change
Purpose of Change: Economic Value or Organizational Capability?
Value Maximization and the Corporate Objective Function
The Puzzles and Paradoxes of How Living Companies Create Wealth: Why Single-Valued Objective Functions Are Not Quite Enough
The Purpose of Change, A Commentary on Jensen and Senge
Leadership of Change: Directed from the Top or High-Involvement and Participative?
Effective Change Begins at the Top
Leadership of Change
Embracing Paradox: Top-Down versus Participative Management of Organizational Change, A Commentary on Conger and Bennis
Focus of Change: Formal Structure and Systems or Culture?
The Role of Formal Structures and Processes
Changing Structure Is Not Enough: The Moral Meaning of Organizational Design
Initiating Change: The Anatomy of Structure as a Starting Point, A Commentary on Galbraith and Hirschhorn
Planning of Change: Planned or Emergent?
Rebuilding Behavioral Context: A Blueprint for Corporate Renewal
Emergent Change as a Universal in Organizations
Linking Change Processes to Outcomes, A Commentary on Ghoshal, Bartlett, and Weick
Motivation for Change: Do Financial Incentives Lead, or Do They Lag and Support?
Compensation, Incentives, and Organizational Change: Ideas and Evidence from Theory and Practice
Compensation: A Troublesome Lead System in Organizational Change
Pay System Change: Lag, Lead, or Both? A Commentary on Wruck, Ledford, and Heneman
Consultants' Role in Change: Large and Knowledge-Driven or Small and Process-Driven?
Human Performance That Increases Business Performance: The Growth of Change Management and Its Role in Creating New Forms of Business Value
Rapid-Cycle Successes versus the Titanics: Ensuring That Consulting Produces Benefits
Accelerated Organizational Transformation: Balancing Scope and Involvement, A Commentary on Neill, Mindrum, and Schaffer
Research on Change: Normal Science or Action Science?
Professional Science for a Professional School: Action Science and Normal Science
The Relevance of Actionable Knowledge for Breaking the Code
Research That Will Break the Code of Change: The Role of Useful Normal Science and Usable Action Science, A Commentary on Van de Ven and Argyris
Ending and Beginning
Breaking the Code of Change: Observations and Critique
Epilogue
Index
About the Contributors

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