Dynamics of Organizational Change and Learning (Wiley Handbooks in Work & Organizational Psychology)

Dynamics of Organizational Change and Learning......Page 5
Contents......Page 7
About the Editor......Page 9
About the Contributors......Page 11
Series Preface......Page 17
Preface......Page 19
Acknowledgements......Page 22
Introduction......Page 23
Part I Fundamentals and Practices in Organization Development......Page 45
1 Organization Development and Change: Foundations and Applications......Page 47
2 Open Systems Theory: Implications for Development and Learning......Page 65
3 Organizing Change Processes: Cornerstones, Methods, and Strategies......Page 93
4 Art and Wisdom in Choosing Change Strategies: A Critical Reflection......Page 107
Part II Designing and Organizing Organizational Change......Page 119
5 Change Architecture: Designing and Organizing the Process of Change......Page 123
6 Managing Change Successfully: Core Questions, Issues, and Strategies......Page 137
7 Organizational Change: Strategies and Interventions......Page 155
8 Dilemmas and Paradoxes in Organizing Change Processes: A Critical Reflection......Page 171
Part III Organizing, Changing, and Learning in Ambiguous Contexts......Page 195
9 Organizational Change and Development: Episodic and Continuous Changing......Page 199
10 Thinking about Change in Different Colours: Multiplicity in Change Processes......Page 219
11 Beyond Implementation: Co-creation in Change and Development......Page 249
12 Change Works: A Critical Construction......Page 281
Part IV Power Dynamics and Organizational Change......Page 299
13 Power Dynamics in Organizational Change: A Multi-perspective Approach......Page 301
14 Interactions in Organizational Change: Using Influence Tactics to Initiate Change......Page 323
15 Power and Collaboration: Methodologies for Working Together in Change......Page 339
16 Power and Change: A Critical Reflection......Page 365
Part V Learning and Developing for Sustainable Change......Page 389
17 Learning in Organizations: Schools of Thought and Current Challenges......Page 393
18 Double-loop Learning and Organizational Change: Facilitating Transformational Change......Page 411
19 Learning and Sustainable Change: Designing Learning Spaces......Page 425
20 Knowledge, Learning, and Organizational Embeddedness: A Critical Reflection......Page 451
Conclusion: Some Reflections and Perspectives on Organizing, Changing, and Learning......Page 469
Index......Page 8