This book is concerned primarily with the problems of effecting strategic change in organizations. The author considers the research that has been done in this area, and then offers an extensive contextual study of managing strategic change in one organization over a 15-year period. The final section of the book discusses the extent to which the management of strategic change can be understood in terms of the models employed by other researchers and writers on the subject reviewed in the first part of the book. The author argues that the traditional models of strategic management are inadequate to deal with the issue and that progress must be made by examining existing concepts in relation to actual observable phenomena in organizations.