BOOK
Exploring Strategic Change 4th edn
Julia Balogun | Veronica Hope Hailey | Stafanie Gustafsson
(2015)
Additional Information
Book Details
Abstract
'Exploring Strategic Change is by far the most useful and relevant book available on the vital topic of change management. Written in an accessible style yet drawing on solid theoretical foundations, this latest edition includes up-to-date case examples and new insights in topical areas such as employee engagement. I would thoroughly recommend this book to anyone who wants to know more about the realities of managing change.'
Professor Katie Bailey (née Truss), University of Sussex
'It’s wonderful to have a new edition of this definitive text on strategic change. Refreshed with new examples and contemporary concepts, this classic continues as the most complete and accessible resource in its domain.'
Richard Whittington, Professor of Strategic Management, University of Oxford
Exploring Strategic Change engages with the dynamic and complex process of developing and delivering strategic and organisational change, from the analysis of context through to the formulation and implementation of effective strategies and solutions. Change management has become a highly sought after managerial competence for senior executives and middle managers. This book is written to help both students and practising managers develop skills relevant to change management, with the focus on enabling executives to implement their strategic agenda through attention to the practice of strategic change.
Using the unique and innovative framework of the change kaleidoscope, the reader will not only develop valuable insights into the practice of managing strategic change, but will also learn to appreciate the need for change approaches tailored to context. Frequent examples encourage both critical reflection and application of theory. A focus on the delivery of change, as well as its design, enables students to supplement their skills in analysis with judgement, translation and implementation skills.
This fourth edition of Exploring Strategic Change provides
- A wide range of short illustrations from both the private and public sectors.
- More attention to the concept of the change path as a critical design choice.
- More coverage of leadership, change agency skills and enabling conditions for change.
- An emphasis on exercising judgement and reading and rewriting the context as key change competences.
- Two new long case studies to explore the complexity of managing change.
Exploring Strategic Change is written for undergraduate and postgraduate students, practising managers and change agents on Strategy, HR and OB-related modules on the management of change.
Julia Balogun is Professor of Strategic Management at the School of Management, University of Bath.
Veronica Hope Hailey is Professor of Management Studies and Dean of the School of Management, University of Bath.
Stefanie Gustafsson is a lecturer and Prize Fellow in HRM at the School of Management, University of Bath.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Contents | vii | ||
| Preface | xiii | ||
| Acknowledgements | xv | ||
| Chapter 1 Exploring strategic change: an introduction | 1 | ||
| 1.1 Introduction | 1 | ||
| 1.2 Structure of the book | 2 | ||
| 1.3 The nature of strategic change | 4 | ||
| 1.3.1 Patterns of strategic change | 5 | ||
| 1.3.2 Organisations and strategic change | 8 | ||
| 1.4 Context-specific change | 11 | ||
| 1.5 Managerial capabilities for change agents | 11 | ||
| 1.6 The transition state: designing context-sensitive approaches to change | 13 | ||
| 1.7 The transition state: design and management | 16 | ||
| 1.8 Putting the jigsaw together – a change flow chart | 17 | ||
| Summary | 18 | ||
| Notes | 18 | ||
| Work assignments | 20 | ||
| Chapter 2 Understanding implementation choices: the change path | 21 | ||
| 2.1 Introduction | 21 | ||
| 2.2 Different types of change | 22 | ||
| 2.2.1 Types of change | 23 | ||
| 2.2.2 End result of change | 23 | ||
| 2.2.3 Nature of change | 25 | ||
| 2.2.4 Differentiating between transformation and realignment | 26 | ||
| 2.3 Realignment | 30 | ||
| 2.3.1 Adaptation and reconstruction | 30 | ||
| 2.4 Transformation | 35 | ||
| 2.4.1 Evolution | 35 | ||
| 2.4.2 Revolution | 37 | ||
| 2.5 Paths of change | 39 | ||
| 2.5.1 Reconstruction followed by evolution | 39 | ||
| 2.5.2 Alternative change paths | 44 | ||
| 2.5.3 Choosing a change path | 45 | ||
| Summary | 46 | ||
| Notes | 47 | ||
| Work assignments | 48 | ||
| Chapter 3 Understanding implementation choices: the additional options to consider | 50 | ||
| 3.1 Introduction | 50 | ||
| 3.2 Change start-point | 51 | ||
| 3.2.1 Top-down change | 51 | ||
| 3.2.2 Bottom-up change | 53 | ||
| 3.2.3 Pockets of good practice | 54 | ||
| 3.2.4 Pilot sites | 55 | ||
| 3.3 Change style | 57 | ||
| 3.3.1 Education and delegation | 58 | ||
| 3.3.2 Collaboration | 60 | ||
| 3.3.3 Participation | 62 | ||
| 3.3.4 Direction | 63 | ||
| 3.3.5 Coercion | 64 | ||
| 3.4 Change target | 66 | ||
| 3.4.1 Outputs | 66 | ||
| 3.4.2 Behaviours | 67 | ||
| 3.4.3 Values | 69 | ||
| 3.5 Change levers | 71 | ||
| 3.6 Change roles | 78 | ||
| 3.6.1 Change champion | 79 | ||
| 3.6.2 External facilitation | 81 | ||
| 3.6.3 Change action team | 81 | ||
| 3.6.4 Functional delegation | 81 | ||
| Summary | 82 | ||
| Notes | 83 | ||
| Work assignments | 84 | ||
| Chapter 4 Analysing the change context: how context affects choice | 85 | ||
| 4.1 Introduction | 85 | ||
| 4.2 Time | 87 | ||
| 4.2.1 Assessing time | 88 | ||
| 4.2.2 Time and design choices | 90 | ||
| 4.3 Scope | 91 | ||
| 4.3.1 Assessing scope | 92 | ||
| 4.3.2 Scope and design choices | 93 | ||
| 4.4 Preservation | 96 | ||
| 4.4.1 Assessing preservation | 96 | ||
| 4.4.2 Preservation and design choices | 99 | ||
| 4.5 Diversity | 100 | ||
| 4.5.1 Assessing diversity | 100 | ||
| 4.5.2 Diversity and design choices | 103 | ||
| 4.6 Capability | 105 | ||
| 4.6.1 Assessing capability | 107 | ||
| 4.6.2 Capability and design choices | 109 | ||
| 4.7 Capacity | 110 | ||
| 4.7.1 Assessing capacity | 111 | ||
| 4.7.2 Capacity and design choices | 112 | ||
| 4.8 Readiness | 114 | ||
| 4.8.1 Assessing readiness for change | 114 | ||
| 4.8.2 Readiness and design choices | 116 | ||
| 4.9 Power | 119 | ||
| 4.9.1 Assessing power | 119 | ||
| 4.9.2 Power and design choices | 122 | ||
| Summary | 123 | ||
| Notes | 124 | ||
| Work assignments | 125 | ||
| Case study 1 Merging to achieve change – Her Majesty’s Revenue and Customs (HMRC) | 127 | ||
| Chapter 5 Designing the transition: the implementation path | 137 | ||
| 5.1 Introduction | 137 | ||
| 5.2 The future state – developing a vision | 138 | ||
| 5.2.1 Vision statements | 139 | ||
| 5.2.2 Alternative visions | 140 | ||
| 5.2.3 Aligning actions and words: using the web to help formulate a vision | 143 | ||
| 5.3 Identifying barriers to change | 144 | ||
| 5.4 Designing the transition state: the organisational level | 145 | ||
| 5.5 Facilitating personal transitions: the individual level | 147 | ||
| 5.5.1 The transition curve | 148 | ||
| 5.6 Linking individual and organisational transitions | 149 | ||
| 5.7 Mobilising for change | 152 | ||
| 5.7.1 The change equation | 154 | ||
| 5.7.2 Questioning and challenging of the status quo | 155 | ||
| 5.7.3 Symbolic activity and breaks with the past | 156 | ||
| 5.7.4 Communication, education and training | 159 | ||
| 5.7.5 Earlier reconstruction or adaptation | 162 | ||
| 5.8 Designing and sequencing change levers | 164 | ||
| 5.8.1 Four subsystems of change | 164 | ||
| 5.9 Linking design of the transition state to design choices | 167 | ||
| Summary | 169 | ||
| Notes | 169 | ||
| Work assignments | 171 | ||
| Chapter 6 Transition management: building enabling conditions for change | 172 | ||
| 6.1 Introduction | 172 | ||
| 6.2 Enabling conditions for change | 173 | ||
| 6.3 Senior executives | 174 | ||
| 6.3.1 Reading and rewriting the context | 174 | ||
| 6.3.2 Relational leadership for successful change | 176 | ||
| 6.3.3 Building credibility | 177 | ||
| 6.3.4 Leadership practices and successful change | 179 | ||
| 6.4 Middle managers | 180 | ||
| 6.4.1 Middle managers as change intermediaries | 181 | ||
| 6.4.2 Middle managers: a two-headed Janus? | 182 | ||
| 6.4.3 Middle manager skills | 184 | ||
| 6.5 The role of human resource management: HR systems and processes, organisation development and learning & development | 189 | ||
| 6.5.1 HR systems and processes | 191 | ||
| 6.5.2 Recruitment and selection | 193 | ||
| 6.5.3 Performance evaluation and rewards | 193 | ||
| 6.5.4 Training and development | 193 | ||
| 6.5.5 OD and L&D professionals | 195 | ||
| Summary | 198 | ||
| Notes | 199 | ||
| Work assignments | 201 | ||
| Chapter 7 Transition management: employee engagement, trust, justice and voice | 202 | ||
| 7.1 Introduction | 202 | ||
| 7.2 Organisational climate | 203 | ||
| 7.3 Employee engagement | 205 | ||
| 7.4 Trust | 209 | ||
| 7.5 Employee voice | 216 | ||
| 7.6 Organisational justice | 217 | ||
| 7.7 Rethinking resistance | 219 | ||
| Summary | 222 | ||
| Notes | 223 | ||
| Work assignments | 225 | ||
| Chapter 8 Concluding comments | 226 | ||
| 8.1 Introduction | 226 | ||
| 8.2 The persistent problem of change | 226 | ||
| 8.3 Analysis and design: techniques and tools | 227 | ||
| 8.4 The doing of change: techniques and tools | 229 | ||
| 8.5 The practice of strategic change | 231 | ||
| 8.5.1 A change flowchart: using context to inform choice | 231 | ||
| 8.5.2 Dual role components | 232 | ||
| 8.5.3 Reading and rewriting the context | 232 | ||
| 8.5.4 Building a shared understanding of change | 232 | ||
| 8.6 In conclusion | 233 | ||
| Case study 2 GlaxoSmithKline Pharma Greece | 234 | ||
| Index | 247 |