Managing Change in Extreme Contexts by David Denyer
Extreme events such as accidents, crises and disasters occur in organizations of all types. Sometimes these hit the headlines, but they also occur regularly beyond the public gaze. What follows is normally an investigation in which ‘lessons will be learned’ and the event ‘must never happen again’. These produce recommendations to limit the damage from a future event, or to prevent it altogether. In many cases, this doesn’t happen, and the changes are not implemented. Why should this be the case?
Containing a unique collection of cross-sector and international case studies, this book investigates the conditions and processes that encourage or inhibit change after an extreme event. There are nine research-based cases including: a re-examination of change in Haringey Social Services in the aftermath of the deaths of Victoria Climbié and ‘Baby P’; a leak at Sellafield Nuclear reprocessing plant; an explosion on an offshore gas platform operated by Centrica Storage, and the multi-agency response to bush fires in Australia.
In providing a comprehensive analysis of organizational change and crisis management, the book identifies a common event sequence and recurrent issues, themes and mechanisms. The cross-case analysis provides both unique insights into organizational change following extreme events and realistic guidance for improving change implementation. The result is a resource that will be vital reading for advanced students, researchers and managers involved with organizational studies and crisis management.
-
Managing Organizational Change in Public Services
-
The Leadership of Organizational Change
-
Organizational Cognition
-
Changing Change Management
-
Leadership, Organizational Change and Sensemaking
-
The Social Psychology of Change Management
-
Hybrid Working and AI
-
Leadership and Digital Change
-
The Sustainability and Spread of Organizational Change
-
Organizational Change and Relational Resources
-
Reconsidering Change Management
-
Organizational Change, Leadership and Ethics
-
Change Competence
-
Organizational Change and Temporality
-
Perspectives on Change
-
Organizational Change and Global Standardization
-
Reshaping Change
-
Organizational Development and Change Theory
-
Rethinking Organizational Change
-
Organization Development and Society
-
The Nature of Contemporary Organization Development
-
Academic-Practitioner Relationships
-
Agency and Change
-
Rethinking Culture
-
Critical Perspectives on Diversity in Organizations
-
Organizational Intelligence for Change Adaptability
'This book focuses on an often forgotten phase of emergency managementI am pleased to see this gap being filled.'
Caroline McMullan, Director of MSc Emergency Management, Dublin City University, Ireland
| SKU | Unavailable |
| ISBN 13 | 9780415532808 |
| ISBN 10 | 0415532809 |
| Title | Managing Change in Extreme Contexts |
| Author | David Denyer |
| Series | Routledge Studies In Organizational Change And Development Ser |
| Condition | Unavailable |
| Binding Type | Hardback |
| Publisher | Taylor & Francis Ltd |
| Year published | 2015-01-13 |
| Number of pages | 324 |
| Cover note | Book picture is for illustrative purposes only, actual binding, cover or edition may vary. |
| Note | Unavailable |