ABSTRACT
First published in 1992. Organisational change and innovation has been at the centre of much management literature, which has been informed by debates in organizational behaviour and strategic management. The psychology of how people in organizations adapt to and manage change is key to our understanding of the processes by which such changes can occur successfully.
Organizational Change and Innovation brings together the recent research findings of leading European work and organization psychologists, who take stock of existing theories about organizational change in the light of new case material. Their findings, from a range of cultural and national contexts, challenge some previously accepted models and set a new agenda for future research. In particular, the volume provides new perspectives on the person organization relationship; the political qualities of organizational change; the input-output model of organizations as entities; and finally on research methodology.
TABLE OF CONTENTS
chapter 1|16 pages
Organizing change and innovation
part I|100 pages
Strategic change
chapter 4|28 pages
Strategic decision making in organizations
part II|60 pages
Innovation and change
chapter 6|26 pages
Innovation projects in organizations
part III|80 pages
Technical change and work organization
chapter 9|25 pages
Holistic and participative (re)design
part IV|48 pages
Change methods and methodologies