Changing Organizational Culture: Cultural Change Work in Progress

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How do people react to significant organizational change? Do we see ourselves as helping change to come about, or allowing change to happen around us? How can we adapt more easily to change?

Based around an illuminating extended case study, this important text uncovers the reality of organizational change. From planning and inception to project management and engagement, it explores the views and reactions of various stakeholders undergoing real-life change processes. This new edition draws on the latest theoretical developments, including ideas of power and storytelling, and reflects on an empirical study of organizational change which enriches the authors’ practical recommendations. As such, it helps us to understand how organizations can promote change without alienating the people needed to implement it.

This enhanced edition is vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.

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Editorial Reviews

From the Publisher
‘The book offers unique and empirically rich insights into the daily practices of changing organization culture. It helps to develop a micro perspective on cultural change which can be essential in many change processes.’ - Professor Alfons van Marrewijk, VU University Amsterdam, the Netherlands
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Product Details

  • ISBN-13: 9780415437615
  • Publisher: Taylor & Francis
  • Publication date: 12/11/2007
  • Pages: 208
  • Product dimensions: 6.14 (w) x 9.21 (h) x 0.50 (d)

Meet the Author

Mats Alvesson is Professor of Business Administration at Lund University, Sweden.

Stefan Sveningsson is Professor of Business Administration at Lund University, Sweden.

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Table of Contents

1. Introduction, Chapter 2 Organizational change, Chapter 3. Organizational culture and change, Chapter 4. The case – and how we studied it, Chapter 5. A cultural change project I: background, objectives and design, Chapter 6. A cultural change project II: implementation, reception and outcomes, Chapter 7. ‘It is not so damn easy’ – lack of consistence and expressiveness in cultural change work, Chapter 8. Disconnected work: Cultural change efforts discoupled, Chapter 9. Hyperculture, Chapter 10. Working with culture vs culture working on change workers?, Chapter 11. Working with change, Chapter 12. Lessons for cultural change actors and others

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