9781578513314

Breaking the Code of Change

by
  • ISBN13:

    9781578513314

  • ISBN10:

    1578513316

  • Format: Hardcover
  • Copyright: 2000-09-01
  • Publisher: Harvard Business School Pr

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Summary

Provides a crucial starting point on the road to understanding organizational change and managing change effectively. Presents a series of articles by experts collectively addressing these issues. The text is based around two views: one based on the creation of economic change, and one based on building long-term organizational capabilities. DLC: Organizational change--Congresses.

Author Biography

Michael Beer is the Cahners-Rabb Professor of Business Administration at Harvard Business School Nitin Nohria is the Richard P. Chapman Professor of Business Administration at Harvard Business School

Table of Contents

Preface and Acknowledgments ix
Introduction Resolving the Tension between Theories E and O of Change 1(34)
Michael Beer
Nitin Nohria
SECTION I Purpose of Change
Economic Value or Organizational Capability?
35(2)
Value Maximization and the Corporate Objective Function
37(22)
Michael C. Jensen
The Puzzles and Paradoxes of How Living Companies Create Wealth: Why Single-Valued Objective Functions Are Not Quite Enough
59(24)
Peter M. Senge
The Purpose of Change, A Commentary on Jensen and Senge
83(16)
Joseph L. Bower
SECTION II Leadership of Change
Directed from the Top or High-Involvement and Participative?
97(2)
Effective Change Begins at the Top
99(14)
Jay A. Conger
Leadership of Change
113(10)
Warren Bennis
Embracing Paradox: Top-Down versus Participative Management of Organizational Change, A Commentary on Conger and Bennis
123(16)
Dexter Dunphy
SECTION III Focus of Change
Formal Structure and Systems or Culture?
137(2)
The Role of formal Structures and Processes
139(22)
Jay R. Galbraith
Changing Structure Is Not Enough: The Moral Meaning of Organization Design
161(16)
Larry Hirschhorn
Initiating Change: The Anatomy of Structure as a Starting Point, A Commentary on Galbraith and Hirschhorn
177(18)
Allan R. Cohen
SECTION IV Planning of Change
Planned or Emergent?
193(2)
Rebuilding Behavioral Context: A Blueprint for Corporate Renewal
195(28)
Sumantra Ghoshal
Christopher A. Bartlett
Emergent Change as a Universal in Organizations
223(20)
karl E. Weick
Linking Change Processes to Outcomes, A Commentary on ghoshal, Bartlett, and Weick
243(26)
Andrew M. Pettigrew
SECTION V Motivation for Change
Do Financial Incentives Lead, or Do They Lag and Support?
267(2)
Compensation, Incentives, and Organizational Change: Ideas and Evidence from Theory and Practice
269(38)
Karen Hopper Wruck
Compensation: A Troublesome Lead System in Organizational Change
307(16)
Gerald E. Ledford Jr.
Robert L. Heneman
Pay System Change: Lag, Lead, or Both? A Commentary on Wruck, Ledford, and Heneman
323(16)
Edward E. Lawler III
SECTION VI Consultants' Role in Change
Large and Knowledge-Driven or Small and Process-Driven?
337(2)
Human Performance That Increase Business Performance: The Growth of Change Management and Its Role in Creating New Forms of Business Value
339(22)
Terry Neill
Craig Mindrum
Rapid-Cycle Successes Versus the Titanics: Ensuring That consulting Produces Benefits
361(20)
Robert H. Schaffer
Accelerated Organizational Transformation: Balancing Scope and Involvement, A Commentary on Neill, Mindrum, and Schaffer
381(12)
Robert H. Miles
SECTION VII Research on Change
Normal Science or Action Science?
391(2)
Professional Science for a Professional School: Action Science and Normal Science
393(22)
Andrew H. Van de Ven
The Relevance of Actionable Knowledge for Breaking the Code
415(14)
Chris Argyris
Research That Will Break the Code of Change: The Role of Useful Normal Science and Usable Action Science, A Commentary on Van de Ven and Argyris
429(20)
Michael Beer
Ending and Beginning
447(2)
Breaking the Code of Change: Observations and Critique
449(24)
Roger Martin
Epilogue 473(6)
Michael Beer
Nitin Nohria
Index 479(18)
About the contributors 497

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