Changing Change Management : Strategy, Power and Resistance

Darren Mccabe

ISBN 10: 0367140659 / ISBN 13: 9780367140656

Published by Routledge, 2020

About this Item

nach der Bestellung gedruckt Neuware - Printed after ordering - The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach towards Change Management. What would a book on Change Management look like that takes resistance seriously This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies.

Seller Inventory # 9780367140656

Bibliographic Details

• Title: Changing Change Management : Strategy, Power and Resistance
• Publisher: Routledge
• Publication Date: 2020
• Language: English
• ISBN 10: 0367140659
• ISBN 13: 9780367140656
• Binding: Buch
• Condition: Neu
• Dimensions: 235W x 157H x 17D millimeters 235 millimeters width by 157 millimeters height by 17 millimeters depth
• Weight: 490 grams

About this title

Synopsis

The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.

It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies.

About the Author

Darren McCabe is Professor of Organization Studies at Lancaster University Management School, UK. He is the author of Power at Work: How Employees Reproduce the Corporate Machine which was published by Routledge, 2007.