Exploring Strategic Change

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9780132638562: Exploring Strategic Change

Linked directly to Exploring Corporate Strategy, Exploring Strategic Change focuses on the implementation of strategic change, rather than strategy formulation. It expands on the implementation issues covered in Exploring Corporate Strategy, and can be used as a stand-alone text for any course focusing on the management of change. The aim throughout is to get the reader to consider the range of change interventions available to a manager needing to implement change, and when the different change tools and techniques should be employed.

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From the Back Cover:

 

About the first edition:

'The book provides excellent insights into the strategic change process and I strongly endorse the "people-centred" approach to change and the valuable Kaleidoscope model.' Dr. Richard Schoenberg, The Business School, Imperial College London

The philosophy behind Exploring Strategic Change is its departure from the notion that change management can be a formulaic and linear process. ‘Change Management’, as a sought-after managerial skill in today’s business environment, is approached with originality by focusing on the fundamental importance of context-specific analysis.

Aimed at undergraduate and postgraduate students, practising managers and other change agents, the text takes the reader through the change process from the examination of context and diagnosis of the organisation’s change needs, to the stages of transition and transference to a tangible reality.

Published in the Exploring Corporate Strategy series, this second edition of Exploring Strategic Change examines in depth the diverse and dynamic topic of strategic change management. Developing themes from the highly successful parent text, the book can be used either as a stand-alone text or as a complement to other titles in the series.

Key features:

  • The unique framework of the change kaleidoscope is used to identify and analyse appropriate implementation processes moulded by context.
  • Illustrations, diagrams and frequent questions support the applied and critically reflective approach.
  • Long cases and other examples from organisations such as GlaxoSmithKline, Hewlett -Packard and Marks and Spencer give the text immediacy and contemporary relevance.
  • The new website www.booksites.net/balogun provides material to aid in lecture and seminar preparation.

About the authors

Julia Balogun is Senior Lecturer in Strategy at Cass Business School, City University, London.

Veronica Hope-Hailey is Professor of Strategic Human Resource Management at Cranfield School of Management.

Series editors: Gerry Johnson is Professor of Strategic Management at the University of Strathclyde Graduate School of Business and Fellow of the Advanced Institute of Management; Kevan Scholes is Principal Partner of Scholes Associates, and Visiting Professor of Strategic Management at Sheffield Business School.

"About this title" may belong to another edition of this title.

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Prof Julia Balogun
Published by Financial Times/ Prentice Hall
ISBN 10: 0132638568 ISBN 13: 9780132638562
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Gerry Johnson; Julia Balogun; Kevan Scholes; Veronica Hope-Hailey
Published by Financial TImes Prentice Hall (1998)
ISBN 10: 0132638568 ISBN 13: 9780132638562
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Book Description Financial TImes Prentice Hall, 1998. Paperback. Book Condition: New. book. Bookseller Inventory # 132638568

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