Reshaping Change: A Processual PerspectiveThis book highlights the theoretical and practical value of using a processual perspective to make sense of organizational change. Featuring data collected over 20 years of fieldwork, it does much more than provide a simple overview of theory and change models and instead makes the processual approach understandable and accessible to both researchers and practitioners. The author's case studies of radical and large-scale change programmes include those from General Motors, Pirelli, Shell, Britax and Laubman and Pank, and considers aspects of processual research, the context, politics, and substance of change and finally the future of the processual perspective. This is an innovative and highly practical study that captures the truly complex processes of the changing organization and illustrates how best to understand them from a processual point of view. |
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able academic action activities analysis approach argued attempt cell chapter communication concerns context continual critical culture data collection Dawson decisions discussion elements emergent employees examine example expectations experience explained feel further going histories illustrate implementation important improve individuals influence initial interest interpretations Interviews involved issues knowledge laboratory Laubman and Pank longitudinal major manufacturing material meetings methods multiple narratives notes observation operations organization organizational change participants particular period Pettigrew plant political position possible practice present problems processual perspective processual research production programme publication question range reflect relations remained response seek seen senior management sense service excellence shop-floor social staff stories strategy structure success supervisors task things understanding union yard