Nadja Sörgärde is a senior lecturer in Business Administration at the School of Economics and Management, Lund University. She has been a visiting scholar at the University of Queensland and University of Technology Sydney. Her research focus is organizational change, culture and identity and she has studied change processes in the private as well as the third sector. She is a respected lecturer and has received prize for her pedagogical engagements. Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University. He has been visiting researcher at Cardiff Business School, Melbourne University, University of Sydney and Auckland Business School.

"This is a much-needed book that allows readers to not only examine the practical and planned aspects of change, but also to explore organizational change from the processual and critical perspectives which are all too often neglected in books on managing organizational change."

• Chapter 1: IntroductionChapter 2: Perspectives on ChangeChapter 3: Why Organizational Change?Chapter 4: The Tool Perspective – planned change and organizational developmentChapter 5: The Tool Perspective – integrated organizational modelsChapter 6: Process perspective – interpretation and understanding-orientationChapter 7: Process perspective – the importance of languageChapter 8: Critical perspective on ChangeChapter 9: The Complexity of ResistanceChapter 10: Managing Organizational Change - Practical Insights and Lessons Learned

Nadja Sörgärde is a senior lecturer in Business Administration at the School of Economics and Management, Lund University. She has been a visiting scholar at the University of Queensland and University of Technology Sydney. Her research focus is organizational change, culture and identity and she has studied change processes in the private as well as the third sector. She is a respected lecturer and has received prize for her pedagogical engagements. Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University. He has been visiting researcher at Cardiff Business School, Melbourne University, University of Sydney and Auckland Business School.

"This is a much-needed book that allows readers to not only examine the practical and planned aspects of change, but also to explore organizational change from the processual and critical perspectives which are all too often neglected in books on managing organizational change."

• Chapter 1: IntroductionChapter 2: Perspectives on ChangeChapter 3: Why Organizational Change?Chapter 4: The Tool Perspective – planned change and organizational developmentChapter 5: The Tool Perspective – integrated organizational modelsChapter 6: Process perspective – interpretation and understanding-orientationChapter 7: Process perspective – the importance of languageChapter 8: Critical perspective on ChangeChapter 9: The Complexity of ResistanceChapter 10: Managing Organizational Change - Practical Insights and Lessons Learned

Nadja Sörgärde is a senior lecturer in Business Administration at the School of Economics and Management, Lund University. She has been a visiting scholar at the University of Queensland and University of Technology Sydney. Her research focus is organizational change, culture and identity and she has studied change processes in the private as well as the third sector. She is a respected lecturer and has received prize for her pedagogical engagements. Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University. He has been visiting researcher at Cardiff Business School, Melbourne University, University of Sydney and Auckland Business School.

"This is a much-needed book that allows readers to not only examine the practical and planned aspects of change, but also to explore organizational change from the processual and critical perspectives which are all too often neglected in books on managing organizational change."

• Chapter 1: IntroductionChapter 2: Perspectives on ChangeChapter 3: Why Organizational Change?Chapter 4: The Tool Perspective – planned change and organizational developmentChapter 5: The Tool Perspective – integrated organizational modelsChapter 6: Process perspective – interpretation and understanding-orientationChapter 7: Process perspective – the importance of languageChapter 8: Critical perspective on ChangeChapter 9: The Complexity of ResistanceChapter 10: Managing Organizational Change - Practical Insights and Lessons Learned