Böcker i Routledge Studies in Organizational Change & Development-serien

Big mistakes, misconduct, serious accidents and other disasters are normally followed by investigations which explore what went wrong. However, in many cases the recommendations are very rarely acted upon. This book shows how the conventional `rules¿ of change management do not always apply in extreme contexts. It explores other perspectives and approaches, as well as the challenges of implementing change in the aftermath of extreme events.

Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice.

Organizations and societies are facing extreme challenges that require action (IPCC, 2021). The UN's sustainability goals, demographic change, and the green shift are knocking on the door, while traditional education, and ways of leading and managing this development, often fail to keep up. Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice. It encourages intelligent disobedience in support of greater leadership capabilities and capacity in organisations and societies.As such, the book is written for everyone who wants to be MAD - to Make A Difference - students, scholars, and practitioners alike.Chapter 5 of this book is available for free in PDF format as Open Access from the individual product page at www.routledge.com. It has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license

Cognition is usually associated with brain activity. Undoubtedly, some brain activity is necessary for it to function. However, the last thirty years have revolutionized the way we intend and think about cognition. These developments allow us to think of cognition as distributed in the sense that it needs tools, artifacts, objects, and other external entities to allow the brain to operate properly. Organizational Cognition: The Theory of Social Organizing takes this perspective and applies it to the organization by introducing a model that defines the elements that allow cognition to work. This model shows that cognition needs the combined and simultaneous presence of micro aspects-i.e. the biological individual-and macro super-structural elements-e.g. organizational climate, culture, norms, values, rules. These two become practice of cognition as they materialize in a meso domain-this is any action that allows individuals to perform their daily duties. Due to the micro-meso-macro interactions, this has been called the 3M Model. Most of what happens in the meso domain relates to exchanges between two or more people, i.e. it is a social activity. This is usually mentioned in the perspectives above, but it is rarely explored.By bringing meso activities to the center of cognition, the book develops and presents the Theory of Social Organizing. Not only this is useful to organizational scholars, but it also opens a new path for cognition research.

Organizational Behaviour and Change Management: The Impact of Cognitive and Social Bias aims at unleashing the potential of cognitive and social biases to develop a more effective change management theory and practice.

Transitioning organizations to the new normal following environmental shocks, economic upheavals and technological innovations is a challenge to classic organizational management, because no single organization knows with precision what the target of change is.

Perspectives on Change will offer students and practitioners of change a unique opportunity to understand change in practice. In addition, it will also contribute to the Rigour-Relevance debate by giving a different and perhaps more realistic perspective on the nature of the gap between theory and practice.

This book sets out to examine and explore change as a process and not as a one-off event. It analyses change in context, and features case studies based on in-depth data research, interviews and extensive fieldwork by the author.

Perspectives on Change will offer students and practitioners of change a unique opportunity to understand change in practice. In addition, it will also contribute to the Rigour-Relevance debate by giving a different and perhaps more realistic perspective on the nature of the gap between theory and practice.

This volume brings together a group of authors who are working on a pragmatic way for organizations to deal with an overflow of standards and norms that are often in conflict, ambiguous, or simply created to produce more work for the standards setting industry.

Big mistakes, misconduct, serious accidents and other disasters are normally followed by investigations which explore what went wrong. However, in many cases the recommendations are very rarely acted upon. This book shows how the conventional `rules¿ of change management do not always apply in extreme contexts. It explores other perspectives and approaches, as well as the challenges of implementing change in the aftermath of extreme events.

Presents theory and an assessment of NHS change processes. Structured in three parts, this book investigates: contextual, managerial, political, and temporal issues. It uses research and applications of theory to provide readers with a practical approach. It is useful for students, researchers and practitioners.

Part of the "Understanding Organizational Change" series, this book focuses on the organizational dimension of change management in public services. It identifies and analyzes significant issues regarding the development, implementation and evaluation of public service change initiatives.

Part of the "Understanding Organizational Change" series, this book focuses on the organizational dimension of change management in public services. It identifies and analyzes significant issues regarding the development, implementation and evaluation of public service change initiatives.

Presents theory and an assessment of NHS change processes. Structured in three parts, this book investigates: contextual, managerial, political, and temporal issues. It uses research and applications of theory to provide readers with a practical approach. It is useful for students, researchers and practitioners.

Defining the subject of change agency, this book remaps its limits and possibilities, shifting the focus from outmoded debates on agency and structure to practice-based discourses on agency and change. Presenting an interdisciplinary exploration of competing discourses, it uses two continua: centred agency-decentred agency and systems-processes.