- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
Managing ChangePeiperl is a thoroughly revised version of a well-received volume on the scholarship of change in organizations. It is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. Of the 48 items in this book, 31 are new to this edition. The module introductions have been thoroughly revised; one modular introduction (Module 6, Continuous Change) is brand new.
Contents
Introduction MODULE 1 Forces for ChangeCaseIntuitReading: "An Improvisational Model for Change Management: The Case of Groupware Technologies," Wanda J. Orlikowski and J. Debra HofmanCase: Changing the Culture at British AirwaysCase: British Airways Update, 1991-2000Reading: "Re-Energizing the Mature Organization," Richard W. Beatty and David O. UlrichCase: Clifford Chance: International ExpansionReading: "A Note on the Organizational Implications of Globalization," Erich A. Joachimsthaler, Martin Helmstein and Ralf Leppanen Reading: "Cultivating the World" MODULE 2Changing the Game (From Vision to Adaptation)Case: Yingcom and YangnetReading: "The Vision Thing (A)," Todd D. JickCase: Change Classic Bob Galvin and Morola, Inc. (A)Reading: "From Bogged Down to Fired Up: Inspiring Organizational Change," Bert A. SpectorCase: Motorola: The Next Generation of Change ManagementReading: "Meeting the Challenge of Disruptive Change," Clayton M. Christensen and Michael OverdorfCase: Charlotte Beers at Ogilvy & Mather Worldwide (A)Reading: "The Time Is Ripe For Unorthodox Newcomers," Gary Hamel interviewed by Jennifer Marie ReeseMODULE 3Implementing ChangeCase: Change Classic: Peter Browning and Continental White Cap (A)Reading: "Implementing Change," Todd D. JickCase: Marconi plc (A)Reading: "Organizational Frame Bending: Principles for Managing Reorientation," David A. Nadler and Michael L. TushmanCase: Leading Culture Change at Seagram (A)Reading: "Why Change Programs Don't Produce Change," Michael Beer, Russell A. Eisenstat, and Bert SpectorReading: "Two Ways to Change (and Keep) the Psychological Contract," Denise M. Rousseau.Simulation: Merger Simulation User's GuideCase: Revolution at Oticon A/S (A)Reading: "United in the Quest to Become Radical," Matthew JonesMODULE 4The Recipients of ChangeCase: Change Classic: Donna Dubinsky and Apple Computer, Inc. (A)Reading: "The Recipients of Change," Todd D. JickCase: Wellcome Israel (A)Reading: "Back to Square Zero: The Post-Corporate Career," Maury Peiperl and Yehuda BaruchCase: Steve KirschnerCase: Emilio KornanReading: "Changing the Deal While Keeping the People," Denise M. RousseauSimulation: Broadway BrokersReading: "Managing to Communicate, Communicating to Manager: How Leading Companies Communicate With Employees," Mary Young and James E. PostMODULE 5Leading Change: The Personal SideCase: Walt Disney's Dennis Hightower: Taking ChargeCase: Dennis Hightower: Walt Disney's Transnational ManagerReading: "Bob Knowling's Change Manual," Noel TichyCase: Three in the Middle: The Experience of Making Change at Micro SwitchReading: "Converting Middle Powerlessness to Middle Power," Barry OshryCase: Fire StartersReading: "The Enduring Skills of Change Leaders," Rosabeth Moss KanterMODULE 6Continuous ChangeCase: Northwest Airlines Confronts ChangeCase: Singapore AirlinesReading: "Change, Stability and Renewal: The Paradoxes of Self-Organizing Systems," M. WheatleyReading: "Cracking the Code of Change," Michael Beer and Nitin NohriaCase: Nigel Andrews and General Electric Plastics (A)Reading: "GE's Move to the Internet," David Joachim and Brandon MillerReading: "A Jack Welch Disciple Finds the GE Mystique Only Takes You So Far," John HelyarReading: "Unlocking the Mystery of Effective Large-Scale Change," Peggy Holman
