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Organization Change

Organization Change
Theory and Practice

Fifth Edition (International Student Edition)
  • W. Warner Burke - Columbia University, USA, Teachers College, Columbia University, USA

June 2017 | 472 pages | SAGE Publications, Inc
Organization Change: Theory and Practice provides a range of theories, models and perspectives, helping leaders, managers and employees to understand both how to implement planned change, and how to handle unexpected change.

The Fifth edition contains the latest research in the field of Organizational change, seven new case studies on effective and ineffective change, and an examination of the evolutionary and revolutionary nature of change. Organization change in not-for-profit organizations is also addressed with a brand new chapter on healthcare and government organizations.

The book is complimented by a companion website featuring a range of tools and resources for instructors, including a Microsoft Word® test bank, chapter-specific PowerPoint slides, Sample course syllabi, video and multimedia resources and access to full-text SAGE journal articles.

Suitable reading for undergraduate and postgraduate students.
Chapter 1: Sources for Understanding Organization Change
Introduction and Overview

A Short Story of Launching Organization Change

Chapter 2: Rethinking Organization Change
The Paradox of Planned Organization Change

Making the Case for Organization Change

Personal Declarations and Points of View

A Closing Request

Chapter 3. A Brief History of Organization Change
Scientific Management

The Hawthorne Studies

Industrial Psychology

Survey Feedback

Sensitivity Training

Sociotechnical Systems

Organization Development

The Managerial Grid and Organization Development

Coercion and Confrontation

Management Consulting

Chapter 4: Theoretical Foundations of Organizations and Organization Change
Open-System Theory

Characteristics of Open Systems

Organization Change Is Systemic

Toward a Deeper Understanding of Organization Change

Capra’s Three Criteria for Understanding Life

Implications for Organizations and Organization Change

Chapter 5: The Nature of Organization Change
Revolutionary Change

Evolutionary Change

Revolutionary Change: Case Example

Evolutionary Change: Case Example

Chapter 6: Levels of Organization Change: Individual, Group, and Larger System
Change in Organizations at the Individual Level

Individual Responses to Organization Change

Change in Organizations at the Group Level

Group Responses to Organization Change

Change in Organizations at the Larger-System Level

System Responses to Organization Change

Chapter 7: Organization Change: Research and Theory
Reviews of Organization Change Research

Recent Approaches to Research and Theory

Organization Models

Organization Change Theory

Current Thinking on Organization Change and Research

Chapter 8: Conceptual Models for Understanding Organization Change
Content: What to Change

Process: How to Change—A Theoretical Framework

Process: How to Change—Practice Frameworks

Mini-Theories Related to Organization Change

The Content and Process of Strategic Change in Organizations

Strategies for Effecting Change in Human Systems

Chapter 9: Integrated Models for Understanding Organizations and for Leading and Managing Change
What Is an Organizational Model?

Why Use an Organizational Model?

Organizational Models and Organization Change

A Comparison of the Three Models

Chapter 10: The Burke–Litwin Causal Model of Organization Performance and Change

The Model

Support for the Model’s Validity

Chapter 11: Organizational Culture Change
Experiencing Organizational Culture

The British Airways Story: A Case of Culture Change

You Don’t Change Culture by Trying to Change the Culture

A Theoretical Summary of the British Airways Story

Chapter 12: Understanding and Working With Loosely Coupled Systems
The Case of Change at the A. K. Rice Institute

Organizational Structure and Loosely Coupled Systems

Loosely Coupled Systems

Chapter 13: Those Other Organizations
Chapter 14: Transformational Leadership
Does Leadership Matter?

On Defining Leadership

Toward Further Definition

Characteristics of Executive Leadership

Howard Gardner’s Leading Minds

Howard Gardner’s Changing Minds

Chapter 15: Leading Organization Change
Phases of Organization Change and the Leader’s Role

The Prelaunch Phase

The Launch Phase

Postlaunch: Further Implementation

Sustaining the Change

Chapter 16: Organization Change: Summary and Integration
Applying The Tipping Point Principles to Planned Organization Change

Changing the Organization

Successful Processes of Organization Change

Positive Organization Change

The Look of Change

Chapter 17: Organization Change: What We Need to Know
The Process of Organization Change

Organization Change Leadership

Organizational Structure

Formal and Informal Rewards

Training and Development

Teams and Teamwork in Organizations

Organizational Size

Organizational Performance

Learning Priorities Moving Forward




Instructor Resource Site

Instructor Resources:

  • Microsoft Word® test bank
  • Chapter-specific PowerPoint slides
  • Sample course syllabi
  • Video and multimedia resources
  • Access to full-text SAGE journal articles

For instructors

This book is not available as an inspection copy. For more information contact your local sales representative.

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ISBN: 9781506386492