Exploring Strategic Change [Paperback]

The second edition of Exploring Strategic focuses on the implementation of organisational change and the management of organisational transitions. It seeks to move beyond the formulation of strategy by taking the planning stage through to implementation. The first half of the book introduces a framework, the change kaleidoscope, which can be used to develop the most appropriate implementation approach for a particular organisational context. The second half of the text focuses on managing the transition.

Representing a departure from the notion that change management can be a formulaic and linear process, Exploring Strategic Change approaches the topic with originality by focusing on the fundamental importance of context-specific analysis. The text takes the reader through the change process from the examination of context and the diagnosis of needs through the stages of transition and transference to a tangible reality.

Practical examples and illustrations apply the concepts to actual organisational change issues. The reader is encouraged to develop their "change judgement": the ability to understand what is critical about a certain change context and, therefore, what is and is not possible as part of an implementation approach.

Ideally suited for upper level undergraduate and postgraduate students on HRM and Strategy-based modules covering the management of change. Published in the Exploring Corporate Strategy series, the book can be used either as a stand-alone text or as a complement to other titles in the series.

About the first edition:

'The book provides excellent insights into the strategic change process and I strongly endorse the "people-centred" approach to change and the valuable Kaleidoscope model.' Dr. Richard Schoenberg, The Business School, Imperial College London

The philosophy behind Exploring Strategic Change is its departure from the notion that change management can be a formulaic and linear process. ‘Change Management’, as a sought-after managerial skill in today’s business environment, is approached with originality by focusing on the fundamental importance of context-specific analysis.

Aimed at undergraduate and postgraduate students, practising managers and other change agents, the text takes the reader through the change process from the examination of context and diagnosis of the organisation’s change needs, to the stages of transition and transference to a tangible reality.

Published in the Exploring Corporate Strategy series, this second edition of Exploring Strategic Change examines in depth the diverse and dynamic topic of strategic change management. Developing themes from the highly successful parent text, the book can be used either as a stand-alone text or as a complement to other titles in the series.

Key features:

• The unique framework of the change kaleidoscope is used to identify and analyse appropriate implementation processes moulded by context.
• Illustrations, diagrams and frequent questions support the applied and critically reflective approach.
• Long cases and other examples from organisations such as GlaxoSmithKline, Hewlett -Packard and Marks and Spencer give the text immediacy and contemporary relevance.
• The new website www.booksites.net/balogun provides material to aid in lecture and seminar preparation.

About the authors

Julia Balogun is Senior Lecturer in Strategy at Cass Business School, City University, London.

Veronica Hope-Hailey is Professor of Strategic Human Resource Management at Cranfield School of Management.

Series editors: Gerry Johnson is Professor of Strategic Management at the University of Strathclyde Graduate School of Business and Fellow of the Advanced Institute of Management; Kevan Scholes is Principal Partner of Scholes Associates, and Visiting Professor of Strategic Management at Sheffield Business School.