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  1. Home
  2. Books
  3. Leading Strategic Change
  • Cited by 12
Publisher:
Cambridge University Press
Online publication date:
September 2009
Print publication year:
2008
Online ISBN:
9780511488528
DOI:
https://doi.org/10.1017/CBO9780511488528
Subjects:
Strategic Management, Management
Information

Book description

Why do some companies continue to be successful while others experience difficulties and even failure? In Leading Strategic Change, Eric Flamholtz and Yvonne Randle demonstrate that the key to long-term organizational success is the ability to adapt to and manage different types of change. Drawing on over 30 years' consultancy experience within major firms, they combine theoretical and practical models of organizational change, together with a new theory of leadership, to build a framework for understanding, planning, and leading change. The scope and value of this framework is then shown in relation to nine real-world case studies, ranging from relatively small companies (IndyMac Bank, Infogix) to large multinationals (Starbucks, Westfield). The focus throughout is to provide practical guidance to those concerned with managing and leading change in organizations. This book is an excellent guide to the many lessons to be learned about successful organizational change.

Reviews

'Eric Flamholtz and Yvonne Randle bring both rigor and relevance to a challenge that looms for every manager. Their ability to distil the essence of the available research, the capacity to present this in a lucid and digestible way, the use of insightful case studies, and an ability to connect with readers, makes this a must-read book. Following an empirically sound framework, they present an integrated approach to change for those who seek to lead rather than manage this difficult process. The choice and use of case studies enables the reader to leverage the connection between the framework and associated ideas with what is required in their role as a change leader. The underlying key to the power of this book is that change is easier to lead than to manage. I commend this book to you if you seek to be a better leader!'

Roger Collins - Professor of Management, Australian School of Business, The University of New South Wales

'Flamholtz and Randle have many years of experience in analyzing and felicitating change in companies. In this book they join this experience with a theoretical framework for understanding and leading successful organizational change. Together with ample evidence from a range of actual case studies, they conclude with a set of lessons and insights for leading change. CEOs and senior managers should have the book on their desks, and academic researchers will find it stimulating for further work in this important area.'

Paul Stonham - Professor of Finance, ESCP-EAP European School of Managementand Editor of Management Online Review (MORE)

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Contents

Contents
References
Appendix: References for further reading on leading change
Practitioner-oriented
Abrahamson, E., 2000, “Change without pain,” Harvard Business Review, 78(4), 75–9.
Abrahamson, E., 2003, Change without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout, Boston, Harvard Business School Press.
Abrahamson, E., 2004a, “Avoiding repetitive change syndrome,” Sloan Management Review, 45(2), 93–5.
Abrahamson, E., 2004b, “Using creative recombination to manage change,” Employment Relations Today, 30(4), 33–41.
Beer, M., 1987, “Revitalizing organizations: change process and emergent model,” Academy of Management Executive, 1(1), 51–5.
Beer, M., 2000, “Lead organizational change by creating dissatisfaction and realigning the organization with new competitive realities,” in Locke, E. A. (ed.), Blackwell Handbook of Principles of Organizational Behavior, Oxford, Blackwell, 370–86.
Beer, M., 2001, “How to develop an organization capable of sustained high performance: embrace the drive for results–capability development paradox,” Organizational Dynamics, 29(4), 233–47.
Beer, M., Eisenstat, R. A., and Spector, B., 1990a, “Why change programs don't produce change,”Harvard Business Review, 68(6), 158–66.
Beer, M., Eisenstat, R. A., and Spector, B., 1990b, The Critical Path to Corporate Renewal, Boston, Harvard Business School Press.
Beer, M., and Nohria, N., 2000, Breaking the Code of Change, Boston, Harvard Business School Press.
Beer, M., and Walton, A. E., 1987, “Organization change and development,” Annual Review of Psychology, 38, 339–67.
Cohen, D. S., 2002, The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization, Boston, Harvard Business School Press.
Ginsberg, A., and Abrahamson, E., 1991, “Champions of change and strategic shifts: the role of internal and external change advocates,” Journal of Management Studies, 28(2), 173–90.
Huber, G. P., and Glick, W. H., 1993, Organizational Change and Redesign, Cambridge, Oxford University Press.
Huy, Q. N., 2001, “In praise of middle managers,” Harvard Business Review, 79(8), 72–9.
Huy, Q. N., and Mintzberg, H., 2003, “The rhythm of change,” Sloan Management Review, 44(4), 79–84.
Kotter, J. P., 1996, Leading Change, Boston, Harvard Business School Press.
Kotter, J. P., and Cohen, D. S., 2002, The Heart of Change, Boston, Harvard Business School Press.
Kotter, J. P., and Schlesinger, L. A., 1979, “Choosing strategies for change,” Harvard Business Review, 57(2), 106–14.
Nadler, D. P., and Nadler, M., 1998, Champions of Change, San Francisco, Jossey-Bass.
Senge, P., Kleiner, A., Roberts, C., Roth, G., Ross, R., and Smith, B., 1999, The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations, Cambridge, Doubleday.
Tushman, M. L., 1974, Organizational Change: An Exploratory Study and Case History, Ithaca, NY, New York State School of Industrial and Labor Relations, Cornell University.
Tushman, M. L., and O'Reilly, C. A., 2002, Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal, Boston, Harvard Business School Press.
Academic-oriented
Amis, J., Slack, T., and Hinings, C. R., 2004, “The pace, sequence and linearity of radical change,” Academy of Management Journal, 47(1), 15–39.
Anderson, P., and Tushman, M. L., 1990, “Technological discontinuities and dominant designs: a cyclical model of technological change,” Administrative Science Quarterly, 35(4), 604–33.
Argyris, C., 1991, “Teaching smart people how to learn,” Harvard Business Review, 69(3), 99–109.
Bartunek, J. M., Lacey, C. A., and Wood, D. R., 1992, “Social cognition in organizational change: an insider–outsider approach,” Journal of Applied Behavioral Science, 28(2), 204–33.
Bartunek, J. M., Rousseau, D. M., Rudolph, J. W., and DePalma, J. A., 2006, “On the receiving end: sensemaking, emotions and assessments of an organizational change initiated by others,” Journal of Applied Behavioral Science, 42(2), 182–206.
Brown, S. L., and Eisenhardt, K. M., 1997, “The art of continuous change,” Administrative Science Quarterly, 42(1), 1–34.
Brown, S. L., and Eisenhardt, K. M., 1998, Competing on the Edge: Strategy as Structured Chaos, Boston, Harvard Business School Press.
Cobb, A. T., Wooten, K. C., and Folger, R., 1995, “Justice in the making: toward understanding the theory and practice of justice in organizational change and development,” Research in Organizational Change and Development, 8, 243–95.
Coch, L., and French, Jr, J. R. P.., 1948, “Overcoming resistance to change,” Human Relations, 1(4), 512–32.
Cohen, M. D., March, J. C., and Olsen, J. P., 1972, “A garbage can model of organizational choice,” Administrative Science Quarterly, 17(1), 1–25.
Cummings, T., and Worley, C., 2004, Organization Development and Change, 8th edn., Cambridge, South Western College Publishing.
Dent, E. B., and Goldberg, S. G., 1999, “Challenging ‘resistance to change,’” Journal of Applied Behavioral Science, 35(1), 25–41.
Ethiraj, S. K., and Levinthal, D., 2004, “Bounded rationality and the search for organizational architecture: an evolutionary perspective on the design of organizations and their evolvability,” Administrative Science Quarterly, 49(3), 404–37.
Frohman, A. L., 1997, “Igniting organizational change from below: the power of personal initiative,” Organizational Dynamics, 25(3), 39–53.
Gersick, C., 1991, “Revolutionary change theories: a multi-level exploration of the punctuated equilibrium paradigm,” Academy of Management Review, 16(1), 10–36.
Gersick, C., 1994, “Pacing strategic change: the case of a new venture,” Academy of Management Journal, 37(1), 9–45.
Greenwood, R., and Hinings, C. R., 1993, “Understanding strategic change: the contribution of archetypes,” Academy of Management Journal, 36(5), 1052–81.
Greenwood, R., Suddaby, R., and Hinings, C. R., 2002, “Theorizing change: the role of professional associations in the transformation of institutionalized fields,” Academy of Management Journal, 45(1), 58–80.
Greve, H. R., 1998, “Performance, aspirations, and risky organizational change,” Administrative Science Quarterly, 43(1), 58–86.
Hannan, M. T., and Freeman, J., 1984, “Structural inertia and organizational change,” American Sociological Review, 49(2), 149–64.
Kanter, R. M., 1983, The Change Masters, Cambridge, Simon & Schuster.
Kanter, R. M., 2003, “Leadership and the psychology of turnarounds,” Harvard Business Review, 81(6), 58–67.
Keck, S. L., and Tushman, M. L., 1993, “Environmental and organizational context and executive team structure,” Academy of Management Journal, 36(6), 1314–44.
Lau, C. M., and Woodman, R. W., 1995, “Understanding organizational change: a schematic perspective,” Academy of Management Journal, 38(2), 537–54.
Lawrence, P. R., 1954, “How to deal with resistance to change,” Harvard Business Review, 32(3), 49–57.
Lewin, K., 1947, “Frontiers in group dynamics 1. concept, method and reality in social science: social equilibria and social change,” Human Relations, 1(1), 5–41.
March, J. G., 1991, “Exploration and exploitation in organizational learning,” Organization Science, 2(1), 71–87.
Marshak, R. J., 2002, “Changing the language of change: how new contexts and concepts are challenging the ways we think and talk about organizational change,” Strategic Change, 11(5), 279–86.
McGrath, C., and Krackhardt, D., 2003, “Network conditions for organizational change,” Journal of Applied Behavioral Science, 39(3), 324–34.
Meyer, A. D., Tsui, A. S., and Hinings, C. R., 1993, “Configurational approaches to organizational analysis,” Academy of Management Journal, 36(6), 1175–95.
Meyerson, D. E., and Scully, M. A., 1995, “Tempered radicalism and the politics of ambivalence and change,” Organization Science, 6(5), 585–600.
Morgan, G., 1997, “Unfolding logics of change: organization as flux and transformation,” in Images of Organization, 2nd edn., London, Sage, 251–300.
Morrison, E. W., and Robinson, S. L., 1997, “When employees feel betrayed: a model of how psychological contract violation develops,” Academy of Management Review, 22(1), 226–56.
Nutt, P., 1986, “Tactics of implementation,” Academy of Management Journal, 29(2), 230–61.
Pascale, R., Millemann, M., and Gioja, L., 1997, “Changing the way we change,” Harvard Business Review, 75(6), 127–39.
Pettigrew, A. M., 1990, “Longitudinal field research on change: theory and practice,” Organization Science, 1(3), 267–92.
Pettigrew, A. M., Woodman, R. W., and Cameron, K. S., 2001, “Studying organizational change and development: challenges for future research,” Academy of Management Journal, 44(4), 697–713.
Piderit, S. K., 2000, “Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change,” Academy of Management Review, 25(4), 783–94.
Rajagopalan, N., and Spreitzer, G. M., 1997, “Toward a theory of strategic change: a multi-lens perspective and integrative framework,” Academy of Management Review, 22(1), 48–79.
Reichers, A. E., Wanous, J. P., and Austin, J. T., 1997, “Understanding and managing cynicism about organizational change,” Academy of Management Executive, 11(1), 48–59.
Robertson, P. J., Roberts, D. R., and Porras, J. I., 1993, “Dynamics of planned organizational change: assessing empirical support for a theoretical model,” Academy of Management Journal, 36(3), 619–34.
Romanelli, E., and Tushman, M. L., 1994, “Organizational transformation as punctuated equilibrium: an empirical test,” Academy of Management Journal, 37(5), 1141–66.
Sastry, A. M., 1997, “Problems and paradoxes in a model of punctuated organizational change,” Administrative Science Quarterly, 42(2), 237–75.
Schweiger, D. M., and DeNisi, A. S., 1991, “Communication with employees following a merger: a longitudinal field experiment,” Academy of Management Journal, 34(1), 110–35.
Spreitzer, G. M., and Quinn, R. E., 1996, “Empowering middle managers to be transformational leaders,” Journal of Applied Behavioral Science, 32(3), 237–61.
Staw, B. M., Sandelands, L. E., and Dutton, J. E., 1981, “Threat-rigidity effects in organizational behavior: a multilevel analysis,” Administrative Science Quarterly, 26(4), 501–24.
Tetenbaum, T. J., 1998, “Shifting paradigms: from Newton to chaos,” Organizational Dynamics, 26(4), 21–32.
Tushman, M. L., and Anderson, P., 1986, “Technological discontinuities and organizational environments,” Administrative Science Quarterly, 31(1), 439–65.
Tushman, M. L., and O'Reilly, C. A., 1996, “Ambidextrous organizations: managing evolutionary and revolutionary change,” California Management Review, 38(4), 8–30.
Ven, A. H., and Poole, M. S., 1995, “Explaining development and change in organizations,” Academy of Management Review, 20(3), 510–40.
Weick, K. E., and Quinn, R. E., 1999, “Organizational change and development,” Annual Review of Psychology, 50, 361–86.
Woodman, R. W., 1989, “Organizational change and development: new arenas for inquiry and action,” Journal of Management, 15(2), 205–28.

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