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Book Categories |
Contributors | ||
1 | Sources and Forms of Organizational Change | 3 |
2 | Downsizing and Redesigning Organizations | 19 |
3 | Organizations Reacting to Hyperturbulence | 66 |
4 | Implications of Top Managers' Communication Choices for Strategic Decisions | 112 |
5 | Effects of Executive Team Demography on Organizational Change | 147 |
6 | The Impact of Upper-Echelon Diversity on Organizational Performance | 176 |
7 | Understanding and Predicting Organizational Change | 215 |
8 | Managing the Process of Organizational Innovation | 269 |
9 | Designing Global Strategic Alliances: Integrating Cultural and Economic Factors | 295 |
10 | (Re)Designing Dynamic Organizations | 323 |
11 | Organizational Redesign As Improvisation | 346 |
12 | What Was Learned About Organizational Change and Redesign | 383 |
Epilogue: Designing Postindustrial Organizations: Combining Theory and Practice | 393 | |
Appendix: Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments | 411 | |
Name Index | 434 | |
Subject Index | 440 |
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