Organizational Change Management

Dr Danielle A. Tucker is a Reader (Associate Professor) in Management at Essex Business School, University of Essex, UK.  Dr Stefano Cirella is a Reader (Associate Professor) in Organization Studies and Human Resource Management at Essex Business School, University of Essex, UK, and Department of Industrial Engineering, University of Trento, Italy.  Dr Paul R Kelly is a Lecturer (Assistant Professor) in Organization Studies and Human Resource Management at Essex Business School, University of Essex, UK.

An informative and contemporary text that analyses very relevant and current issues for current and potential change agents. Some good additions to the text, like for example, Digital Transformation, Leadership, as a stand-alone concept, Power as well as innovation. A comprehensive text for undergraduate and postgraduate students completing modules from the suite of Business and Management, degrees.

• Part I - The strategic context of changeChapter 1: An Introduction to Change: What Is Change and Why Do We Do It?Chapter 2: Traditional Theories of Change: An OverviewChapter 3: The Role of Strategy and the External Environment in Driving ChangePart II - An approach based on change makersChapter 4: Change Makers and Change Agents: Diverse Roles and Common ChallengesChapter 5: Perspectives on Digital TransformationChapter 6: Change and Voice: Inclusivity, Equality and DiversityPart III - Current issues on changeChapter 7: Leadership and Organizational ChangeChapter 8: Power and Resistance in organizational ChangeChapter 9: Change and Creativity: Enhancing the Power of Collective CreativityChapter 10: Change and Innovation: Exploring Collaborative ModelsChapter 11: Evaluating Change: From Metrics to NetworksChapter 12: Learning, Collaborative Research and Knowledge SharingPart IV Integrated Case StudiesChapter 13: How to use the integrated case studies