This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics.

• Contributors 1: Sources and Forms of Organizational Change Part I: The Challenge of Change 2: Kim S. Cameron, Sarah J. Freeman, and Aneil K. Mishra: Downsizing and Redesigning Organizations 3: Alan D. Meyer, James B. Goes, and Geoffrey R. Brooks: Organizations Reacting to Hyperturbulence 4: Richard L. Daft, Kenneth R. Bettenhausen, and Beverly B. Tyler: Implications of Top Managers' Communication Choices for Strategic Decisions 5: Charles A. O'Reilly III, Richard C. Snyder, and Joan N. Boothe: Effects of Executive Team Demography on Organizational Change 6: William H. Glick, C. Chet Miller, and George P. Huber: The Impact of Upper-Echelon Diversity on Organizational Performance 7: George P. Huber, et al.: Understanding and Predicting Organizational Change Part II: Redesigning Organizations 8: Andrew H. Van de Ven: Managing the Process of Organizational Innovation 9: John W. Slocum, Jr. and David Lei: Designing Global Strategic Alliances: Integrating Cultural and Economic Factors 10: Peter R. Monge: (Re)Designing Dynamic Organizations 11: Karl E. Weick: Organizational Redesign As Improvisation Part III: Conclusion 12: What Was Learned About Organizational Change and Redesign Arie Y. Levin and Carroll U. Stephens: Epilogue - Designing Postindustrial Organizations: Combining Theory and Practice William H. Glick, et al.: Appendix - Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments Name Index Subject Index

This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics.

• Contributors 1: Sources and Forms of Organizational Change Part I: The Challenge of Change 2: Kim S. Cameron, Sarah J. Freeman, and Aneil K. Mishra: Downsizing and Redesigning Organizations 3: Alan D. Meyer, James B. Goes, and Geoffrey R. Brooks: Organizations Reacting to Hyperturbulence 4: Richard L. Daft, Kenneth R. Bettenhausen, and Beverly B. Tyler: Implications of Top Managers' Communication Choices for Strategic Decisions 5: Charles A. O'Reilly III, Richard C. Snyder, and Joan N. Boothe: Effects of Executive Team Demography on Organizational Change 6: William H. Glick, C. Chet Miller, and George P. Huber: The Impact of Upper-Echelon Diversity on Organizational Performance 7: George P. Huber, et al.: Understanding and Predicting Organizational Change Part II: Redesigning Organizations 8: Andrew H. Van de Ven: Managing the Process of Organizational Innovation 9: John W. Slocum, Jr. and David Lei: Designing Global Strategic Alliances: Integrating Cultural and Economic Factors 10: Peter R. Monge: (Re)Designing Dynamic Organizations 11: Karl E. Weick: Organizational Redesign As Improvisation Part III: Conclusion 12: What Was Learned About Organizational Change and Redesign Arie Y. Levin and Carroll U. Stephens: Epilogue - Designing Postindustrial Organizations: Combining Theory and Practice William H. Glick, et al.: Appendix - Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments Name Index Subject Index

This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics.

• Contributors 1: Sources and Forms of Organizational Change Part I: The Challenge of Change 2: Kim S. Cameron, Sarah J. Freeman, and Aneil K. Mishra: Downsizing and Redesigning Organizations 3: Alan D. Meyer, James B. Goes, and Geoffrey R. Brooks: Organizations Reacting to Hyperturbulence 4: Richard L. Daft, Kenneth R. Bettenhausen, and Beverly B. Tyler: Implications of Top Managers' Communication Choices for Strategic Decisions 5: Charles A. O'Reilly III, Richard C. Snyder, and Joan N. Boothe: Effects of Executive Team Demography on Organizational Change 6: William H. Glick, C. Chet Miller, and George P. Huber: The Impact of Upper-Echelon Diversity on Organizational Performance 7: George P. Huber, et al.: Understanding and Predicting Organizational Change Part II: Redesigning Organizations 8: Andrew H. Van de Ven: Managing the Process of Organizational Innovation 9: John W. Slocum, Jr. and David Lei: Designing Global Strategic Alliances: Integrating Cultural and Economic Factors 10: Peter R. Monge: (Re)Designing Dynamic Organizations 11: Karl E. Weick: Organizational Redesign As Improvisation Part III: Conclusion 12: What Was Learned About Organizational Change and Redesign Arie Y. Levin and Carroll U. Stephens: Epilogue - Designing Postindustrial Organizations: Combining Theory and Practice William H. Glick, et al.: Appendix - Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments Name Index Subject Index