Organizations change. They grow, they adapt, they evolve. The effects of organizational change are important, varied and complex and analyzing and understanding them is vital for students, academics and researchers in all business schools.

The Routledge Companion to Organizational Change offers a comprehensive and authoritative overview of the field. The volume brings together the very best contributors not only from the field of organizational change, but also from adjacent fields, such as strategy and leadership. These contributors offer fresh and challenging insights to the mainstream themes of this discipline.

Surveying the state of the discipline and introducing new, cutting-edge themes, this book is a valuable reference source for students and academics in this area.

chapter |10 pages


The emergence of organizational change
ByDavid M. Boje, Bernard Burnes, John Hassard

part |104 pages

Planned change and organization development

chapter |16 pages

Kurt Lewin and the origins of OD

ByBernard Burnes

chapter |15 pages

Kurt Lewin's vision of organizational and social change

The interdependence of theory, research and action/practice
ByDavid Bargal

chapter |13 pages

Organization development and action research

Then and now
ByDavid Coghlan

chapter |13 pages

Organization development and international contexts

Values, controversies and challenges
ByChristopher J. Rees

chapter |17 pages

Appreciative Inquiry

Theory and critique
ByGervase R. Bushe

chapter |11 pages

Images of organization development

The role of metaphor in processes of change
ByCliff Oswick, Robert J. Marshak

part |68 pages

Newer approaches to change

chapter |13 pages

Understanding the emergent approach to change

ByBernard Burnes

chapter |14 pages

Complexity ethics

ByHugo Letiche

chapter |11 pages

Narratives of coherence

The role of affordances and homologies
ByMichael R. Lissack

chapter |12 pages

Storytelling in systemicity and emergence

A third-order cybernetic
ByDavid M. Boje, Tonya Wakefield

part |108 pages

Perspectives on change

chapter |19 pages

Performing change

A dramaturgical approach to the practice of managing change
ByRichard Badham, Amanda Mead, Elena Antonacopoulou

chapter |11 pages

Designing for change with critical scenario method

ByGeorge Cairns

chapter |13 pages

Organizations unbound

Psychodynamic perspectives on organizational restructuring
ByPaula Hyde

chapter |15 pages

Contemporary realism and organizational change

ByStephen Ackroyd

chapter |16 pages

Organization theory, power and changing institutions

ByStewart Clegg, John Gray

chapter |15 pages

Organizational change and dialectic processes

ByAnn Langley, Pamela Sloan

chapter |15 pages

Critical theories of organizational change

ByAndré Spicer, Charlotta Levay

part |112 pages

Change in practice

chapter |15 pages

Leadership and change

Whatever happened to ethics?
ByRune Todnem By, Bernard Burnes

chapter |22 pages

Management fads and fashions

Whatever happened to ethics?
ByDavid Collins

chapter |9 pages

Organizational entrapment

ByHelga Drummond

chapter |14 pages

Power and Discourse in Organizational Change

The Case of Implementing Enterprise Resource Planning Systems
ByDavid Grant, Richard Hall

chapter |11 pages

Cultural change

Complexity and diversity in institutional tempospaces
BySlawomir Magala

chapter |9 pages

Changing attitudes to employee attitudes to change

From resistance to ambivalence and ambiguity
ByStephen Procter, Julian Randall

chapter |14 pages

Narrating organizational change

ByMelanie Bryant, Julie Wolfram Cox

chapter |14 pages

Governance and organizational change

ByJohn Storey

part |116 pages

Key issues

chapter |18 pages

The ambivalence paradox in cultural change

ByRichard Badham, Richard Claydon, Simon Down

chapter |15 pages

Organizational change as imperialism

ByRaza Mir, Ali Mir

chapter |16 pages

OD discourse and domination

ByMaxim Voronov, Warner P. Woodworth

chapter |10 pages

Practices of stakeholder engagement and identity dynamics

ByNic Beech, Robert MacIntosh

chapter |10 pages

Reflections on polyphonic organization

ByMary Ann Hazen

chapter |16 pages

Helping diversity matter

Fostering liminal spaces for authentic interaction
ByJo A. Tyler

chapter |14 pages

Making sense of gender and organizational change

A feminist review of selected articles
ByKathy Sanderson, Albert J. Mills, Jean Helms Mills

chapter |13 pages

The moral of the story

Ethics, narrative and organizational change
ByCarl Rhodes

part |82 pages

The future

chapter |14 pages

Organizational change

The aesthetic dimension
ByPhilip Hancock

chapter |17 pages

Sustainability and organizational change

BySuzanne Benn, Kate Kearins

chapter |17 pages

Rethinking the change project

ByTheodore Taptiklis

chapter |11 pages

The promise of re-enchantment

Organizational culture and the spirituality at work movement
ByScott Taylor, Emma Bell

chapter |18 pages

Social Materiality

A new direction in change management and action research
ByDavid M. Boje, Ivy DuRant, Krisha Coppedge, Ted Chambers, Marilu Marcillo-Gomez

chapter |3 pages


Change in a changing world – where now?
ByDavid M. Boje, Bernard Burnes, John Hassard