Books in the Routledge Studies in Organizational Change & Development series

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.

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.