Organizational Change and Redesign

• Contributors 1: Sources and Forms of Organizational Change Part I: The Challenge of Change 2: Kim S. Cameron, Sarah J. Freeman, and Aneil K. Mishra: Downsizing and Redesigning Organizations 3: Alan D. Meyer, James B. Goes, and Geoffrey R. Brooks: Organizations Reacting to Hyperturbulence 4: Richard L. Daft, Kenneth R. Bettenhausen, and Beverly B. Tyler: Implications of Top Managers' Communication Choices for Strategic Decisions 5: Charles A. O'Reilly III, et al.: Effects of Executive Team Demography on Organizational Change 6: William H. Glick, C. Chet Miller, and George P. Huber: The Impact of Upper-Echelon Diversity on Organizational Performance 7: George P. Huber, et al.: Understanding and Predicting Organizational Change Part II: Redesigning Organizations 8: Andrew H. Van de Ven: Managing the Process of Organizational Innovation 9: John W. Slocum, Jr. and David Lei: Designing Global Strategic Alliances: Integrating Cultural and Economic Factors 10: Peter R. Monge: (Re)Designing Dynamic Organizations 11: Karl E. Weick: Organizational Redesign As Improvisation Part III: Conclusion 12: What Was Learned About Organizational Change and Redesign Arie Y. Levin and Carroll U. Stephens: Epilogue Designing Postindustrial Organizations: Combining Theory and Practice William H. Glick, et al.: Appendix Studying Changes in Organizational Design and Effectiveness: Retrospective Even Histories and Periodic Assessments Name Index Subject Index

"This book takes the topic of organizational change to a new plateau; and, with the wealth of empirical data and conceptual insights offered, the new view is expansive and enlightening. With cutting-edge contributions by some of the leading thinkers on strategic change, the Huber and Glick volume will be exceedingly valuable for executives and management scholars alike."--Donald Hambrick, Columbia University "Simultaneously intellectually challengingand practically relevant."--Mary Ann Von Glinow, Florida International University"This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics."--Journal of Product Innovation Management"All the chapters are solid contributions, while several are outstanding. There is much to praise in this anthology."--Choice"This book focuses on an extremely important topic. The contents emphasize cutting edge issues regarding organizational change and redesign. The articles are largely based on empirical research and are authored by an excellent set of scholars. It should make major contributions to management theory and practice in the design and implementation of major organizational change."--Michael A. Hitt, Texas A&M University"This book takes the topic of organizational change to a new plateau; and, with the wealth of empirical data and conceptual insights offered, the new view is expansive and enlightening. With cutting-edge contributions by some of the leading thinkers on strategic change, the Huber and Glick volume will be exceedingly valuable for executives and management scholars alike."--Donald C. Hambrick, Columbia University"This is a major work. I would encourage scholars and mindful executives to thoughtfully read this book. Professors Huber and Glick have offered us a current; more importantly a stimulating and insightful, program of research through the eyes and works of influential scholars."--L.L. Cummings, University of Minnesota"An outstanding compilation of research on change and a sterling contribution to the organizational change literature. In depth and comprehensive analyses of change in many organizations. A must read for scholars and managers."--Karlene Roberts, University of California, Berkeley"Huber and Glick assembled a group of distinguished organizational scholars to ponder the future of post-industrial organizations and in this light, rethink our theories of organizational design and change. The result is impresive testimony of the power of theory to inform practice. Students and stewarts of organizations alike are well-served by this timely and important book."--James P. Walsh, University of Michigan"The taproot of our discipline is organizational design. Weber developed the theory of bureaucracy to describe the structure of emerging "modern" organizations. Today we are witnessing an equally dramatic change in the shape and form of our organizational landscape. Ironically, as our opportunity as organizational scientists to influence the shape of this transformation is peaking our collective interest in the subject of organizational design is waning. Theintellectual tools required to understand emerging post-bureaucracy organizational forms have grown rust from neglect. This book represents an important effort to redress that neglect by prodding us torediscover our roots."--David Whetten, University of Illinois at Urbana-Champaign"For several years, I've watched this group of organizational scientists huddle at various professional association meetings--ostensibly to produce a product on organizational change. The wait has been worth it. George Huber and Bill Glick's group has produced a book simultaneously intellectually challenging and practically relevant. This book will direct the efforts of scholars and practitioners as they wrestle with the overwhelming speed of change, as we movetoward a globalized, boundaryless future."--Mary Ann Von Glinow, University of Southern California"This book contains the best information available for designing postindustrial organizations."--National Productivity Review