Routledge Organizational Change and Strategy: An Interlevel Dynamics Approach

Organizations change, usually driven by strategies, yet strategic management and organizational change are generally understood as separate domains in the business world. This book integrates the behavioural dynamics of learning, change and strategy at and across individual, team, interdepartmental, group and organizational levels. This new edition emphasizes what can be done in organizations to enable strategy to be effective and to help organizations to change and learn. Central to the book is a reflexive engagement approach through inviting the readers to apply concepts to their own organizational situations and via reflective exercises. The authors also offer cases from a wide range of organizations, from universities to steel and digital businesses. This practical book addresses managers, consultants, students and researchers and provides specific orientation to assist each readership group to learn from its own perspective. Review 'By taking a reflexive engagement approach to the study of organizational change, the authors show why conventional organization development orientations are limited and provide new breakthrough insights about how to lead systemic change and development in today's environment.' - Abraham B. Shani, Professor, California Polytechnic State University, USA 'This book provides a powerful systems approach to formulate and implement strategic change. The authors develop a practical framework that makes it possible to break down and evaluate the complex aspects of strategic choice in large organizations operating in a chaotic world. As CEO of Philadelphia Insurers I have used the framework several times, including the decision to take the company public and, later on, when considering Tokio Marine’s acquisition offer. The framework was extremely helpful in both occasions.' - James Maguire, Founder of Philadelphia Insurers, USA 'This book will be invaluable for organisational leaders who want to proactively support strategic learning. Impressive in its depth and breadth, the authors bring together theories which explore organisations as complex adaptive systems alongside case studies that illuminate practice.' - Kim Turnbull James, Professor, Cranfield University, UK About the Author David Coghlan is Professor Emeritus of Organisation Development at Trinity College Dublin, Ireland Nicholas S. Rashford is Professor of Management at Saint Joseph's University, Philadelphia, USA and Visiting Professor of Management at Universidad Alberto Hurtado, Santiago, Chile João Neiva de Figueiredo is Associate Professor of Management at Saint Joseph's University, Philadelphia, USA and Senior Fellow at the University of Pennsylvania’s Wharton School, USA