Research in organizational change and development. [electornic resources] Vol. 14
- 其他作者：
- 出版： Bingley, U.K. : Emerald.
- 叢書名： Research in organizational change and development ,
- 主題： Business & Economics--Organizational Behavior , Psychology--Applied Psychology , Organizational theory & behaviour , Organizational change
- ISBN： 9781849501958
- URL：
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- 一般註：99年度中區共購共享電子書 Preface / William A. Pasmore, Richard W. Woodman -- Organizational change : a categorization scheme and response model with readiness factors / Christina K. Struckman, Francis J. Yammarino -- Implications for organizational change in the structure process duality / Paul C. Nutt --How do you create lasting organizational change? You must first slay Grendel's mother / Susan L. Manring -- A shared schema approach to understanding organizational culture change / Chung-Ming Lau, Lynda M. Kilbourne, Richard W. Woodman -- Critical revision of some core ideas withinthe discourse about the learning organization : Experiences from fieldresearch in East German companies / Mike Geppert -- Is remembered change useful? / John P. Wanous, Arnon E. Reichers -- Building organizational change in an emerging economy : whole systems change using large group interventions in Mexico / Michael R. Manning, Josâe DelaCerda -- Therelative effect of change drivers in large-scale organizational change: an empirical study / Karen S. Whelan-Berry, Judith R. Gordon, C.R. Hinings
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讀者標籤：
- 系統號： 000218885 | 機讀編目格式
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摘要註
Part of a series presenting scholarly thinking about research and concepts related to the transformation of organizations. As in previous volumes in the series, contributors provide comprehensive literature reviews, methodological breakthroughs, and cutting edge theories. The papers presentedin Volume 14 address practical, conceptual and methodological issues in the field of organizationalchange. They offer a categorization scheme for interventions; an analysis of the importance of different change drivers in complex interventions; a call for greater attention to structure-process dualities; suggestions for making change more lasting; a new approach to measuring organizational culture based on shared schema; a field study of organizational learning; and an alternative approach to measuring experienced change