The dynamics of strategic change
Author(s)
Bibliographic Information
The dynamics of strategic change
（Corporate strategy, organization and change）
B. Blackwell, 1989, c1988
- est.
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Note
Bibliography: p. [209]-216
Includes index
Description and Table of Contents
Description
Seeks to develop a theory of corporate strategic change which is rooted in organizational dynamics and design. The study of macro-change (those changes which signal a fundamental shift in the structure and workings of an organization) is a relatively neglected field, yet it is of central concern to all executives, whether they are responsible for developing strategies for change, or are primarily on the receiving end of them. Through detailed examination of existing theoretical perspectives, coupled with evidence collected by the authors, they are able to present an analysis of how strategic change can be approached as a dynamic process encompassing the whole organization and its environment. At the heart of this is a design process which can be learned and applied. This book will be of interest to academics and business school student s in organizational theory and corporate strategy; business executives.
Table of Contents
- 1. Understanding Organizational Design: Archetypes
- 2. Organizational Tracks
- 3. Understanding Change and Stability
- 4. Institutions, History and Starting Points
- 5. The Research Design
- 6. Organizational Tracks: An Overview
- 7. The Dynamics of Change and Stability: Retaining an Archetype: Inertia
- 8. The Dynamics of Change and Stability: Changing an Archetype: Reorientations
- 9. Retaining an Archetype: Discontinued Excursions
- 10. Unresolved Excursions.
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