Changing Change Management: Strategy, Power and Resistance (Routledge Studies in Organizational Change and Development)

McCabe, Darren

ISBN 10: 0367140659 / ISBN 13: 9780367140656

Published by Routledge, 2020

About this Item

Dispatched, from the UK, within 48 hours of ordering. Though second-hand, the book is still in very good shape. Minimal signs of usage may include very minor creasing on the cover or on the spine.

Seller Inventory # CHL10446907

Bibliographic Details

• Title: Changing Change Management: Strategy, Power and Resistance (Routledge Studies in Organizational Change and Development)
• Publisher: Routledge
• Publication Date: 2020
• Language: English
• ISBN 10: 0367140659
• ISBN 13: 9780367140656
• Binding: hardcover
• Condition: Used; Very Good

About this title

Synopsis

The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.

It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies.

About the Author

Darren McCabe is Professor of Organization Studies at Lancaster University Management School, UK. He is the author of Power at Work: How Employees Reproduce the Corporate Machine which was published by Routledge, 2007.