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Why Organizational Change Fails: Robustness, Tenacity, and Change in Organizations (Routledge Studies in Management, Organizations and Society)
Jaap van' t Hek
Hardcover. Routledge 2011-04-01.
ISBN 9780415886192
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Förlagets beskrivning
Change in organizations can arise spontaneously, or it can begin in response to a planned process of change. Even planned change is not as predictable as one might like it to be; it is often partial or incomplete, or the results of change may not be what one hoped. The aspects of an organization that resist change can be vital to an organization's success, helping to keep it firm, stable, and robust.
Written from a social constructivist perspective, Why Organizational Change Fails outlines the ways in which people build robustness with behavioural patterns. The authors make distinctions between two aspects of stability in organizations: robustness, the ability of an organization to remain stable under changing conditions; and tenacity, the reaction of a robust system to planned change. Each chapter of the book is preceded by an essay written by a leading scientist designed to help provide real-world context for the process of change and offering insights for the reader on either side of the change equation
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Why Organizational Change Fails: Robustness, Tenacity, and Change in Organizations
Bokrecensioner » Why Organizational Change Fails: Robustness, Tenacity, and Change in Organizations (Routledge Studies in Management, Organizations and Society)
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