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Change Management (4 Vol Set)

by Derek S Pugh and David Mayle SAGE Publications Ltd
Pub Date:
Hbk 1744 pages
AU$1,245.00 NZ$1,273.04
Product Status: Out of stock. Not available to order.
Change is all pervasive. Technologies of production, communication and travel are rapidly evolving. The impact of globalization on our experience of living and working is still increasing and organizations have to function in environments that are continually changing.

A prime task of the manager is how to manage change effectively in such turbulent environments. Change Management is, therefore, a topic that has generated considerable writing. The aim of this set of volumes is to provide a carefully selected comprehensive collection of well-regarded, seminal articles on this subject, such as would be used by academics and advanced students in the field.

This collection is divided into eight sections:
Section 1: The Imperatives for Change
Section 2: Early Writing on Change
Section 3: The Human Relations School
Section 4: The Systems Approach
Section 5: Strategy
Section 6: Leadership
Section 7: Improvement and Innovation
Section 8: Critical Approaches

VOLUME I Imperatives for Change Industry in a New Age - T. Burns The Causal Texture of Organizational Environments - F. E. Emery and E.L. Trist Technological Discontinuities and Organizational Environments - M. L. Tushman and P. Anderson The Leadership Gap - A. Zaleznik Cultural Constraints in Management Theories - G. Hofstede Competing in the New Economy: Managing out of bounds - G. Hamel and C. K. Prahalad The Capitalist Threat - G. Soros Strategy in a World Without Borders - K. Ohmae Early Writing on Change The Human Effect of Mechanization - E. Mayo Frontiers in Group Dynamics: Concept, method and reality in social science; social equilibria and social change - K. Lewin Achieving Change in People: Some applications of group dynamics theory - D. Cartwright Some Social and Psychological Consequences of the Longwall Method of Coal-Getting: An examination of the psychological situation and defences of a work group in relation to the social structure and technological content of the work system - E. L. Trist and K. W. Bamforth Group Dynamics: A re-view - W. R. Bion Organizational factors in the theory of oligopoly - R. M. Cyert and J. G. March Contributions to Administration by Alfred P. Sloan, Jr., and GM - E. Dale The Science of Muddling Through - C. Lindblom A New Role for the Behavioral Sciences: Effecting organizational change - W. G. Bennis Hawthorne Revisited: The legend and the legacy - W. F. Dowling The Spread of the Multidivisional Form Among Large Firms, 1919-1979 - N. Fligstein VOLUME II The Human Relations School Overcoming Resistance to Change - L. Coch and J. R. P. French Organizational Development: credits and debits - G. Strauss Understanding and Managing Organizational Change - D. Pugh Coming to a New Awareness of Organizational Culture - E. H. Schein Explaining Development and Change in Organizations - A. H. van de Ven and M. S. Poole Why the Psychoanalytical Approach to Understanding Organizations is Dysfunctional - E. Jaques Trust as an Organizing Principle - W. McEvily, V. Perrone and A. Zaheer Kurt Lewin and the Planned Approach to Change: A re-appraisal - B. Burnes The Systems Approach A Strategic Contingencies' Theory of Intra-organizational Power - D. J. Hickson et al The History and Status of General Systems Theory - L. von Bertalanffy Towards a Systems-based Methodology for Real-world Problem Solving - P. Checkland The Evolution of Sociotechnical Systems as a Conceptual Framework and as an Action Research Program - E. L. Trist Defining System Requirements to Meet Business Needs: A case study example - E. Mumford Systems Thinking and Organizational Learning: Acting locally and thinking globally in the organization of the future - P. Senge and J. Sterman Ambidextrous Organizations: Managing evolutionary and revolutionary change - M. L. Tushman and C. A. O'Reilly III VOLUME III Strategy Long-range Planning: Challenge to management science - P. Drucker Marketing Myopia - T. Levitt Strategy Formulation as a Learning Process: An applied managerial theory of strategic behaviour - I. H. Ansoff Of strategies, Deliberate and Emergent - H. Mintzberg and J. A. Waters Strategy and Structural Adjustment to Regain Fit and Performance: In Defence of Contingency Theory - L. Donaldson Context and Action in the Transformation of the Firm - A. Pettigrew Creating Organizational Order Out of Chaos: Self-renewal in Japanese firms - I. Nonaka Making Fast Strategic Decisions in High-Velocity Environments - K. M. Eisenhardt The Aftermath of Organizational Decline: A longitudinal study of the strategic and managerial characteristics of declining firms - R. A. D'Aveni The Core Competence of the Corporation - G. Hamel and C. K. Prahalad The Design School; Reconsidering the basic premises of strategic management - H. Mintzberg The Resource-Based Theory of Competitive Advantage: Implications for strategy formulation - R. M. Grant What is Strategy? - M. E. Porter Dynamic Capabilities and Strategic Management - D. J. Teece, G. Pisano and A.Shuen Strategy and Learning - A. P. de Geus In Defense of Strategy as Design - J. M. Liedtka Changing the Language of Change: How new contexts and concepts are challenging the ways we think and talk about organizational change - R. J. Marshak VOLUME IV Leadership How to Choose A Leadership Pattern - R.Tannenbaum and W. H. Schmidt The Romance of Leadership - J. R. Meindl, S. B. Ehrlich, and J. M. Dukerich Successful vs. Effective Real Managers - F. Luthans Managerial Leadership: A review of theory and research - G. Yukl The Motivational Effects of Charismatic Leadership: A self concept based theory - B. Shamir, R. J. House and M. B. Arthur Building a Visionary Company - J. C. Collins and J. I. Porras Team Leadership - S. J. Zaccaro et al. Improvement and Innovation Organizational Innovation and Structure - L. Kim Managing Innovation: Controlled chaos - J. B. Quinn A Theory of Innovation Processes for Computer-Aided Manufacturing Technology - D. Gerwin Organizational Innovation: A meta-analysis of effects of determinants and moderators - F. Damanpour Managerial Fads and Fashion: The diffusion and rejection of Innovations - E. Abrahamson From Lean Production to the Lean Enterprise - J. P. Womack and D. T. Jones The Challenge for Strategists - N. Venkatraman High-involvement Innovation Through Continuous Improvement - J. Bessant and S. Caffyn From Business Reengineering to Business Process Change Management: A longitudinal study of trends and practices - V. Grover The Era of Open Innovation - H. Chesbrough Critical Approaches A Garbage Can Model of Organizational Choice - M. D. Cohen, J. G. March and J. F. Olsen The Population Ecology of Organizations - M. T. Hannan and J. Freeman Institutionalized Organizations: Formal structure as myth and ceremony - J. W. Meyer and B. Rowan The Iron Cage Revisited: Institutional isomorphism and collective rationality in organizational fields - P. J. DiMaggio and W. W. Powell Enacted Sensemaking in Crisis Situations - K. E. Weick At the Critical Moment: Conditions and prospects for critical management studies - V. Fournier and C. Grey A Processual Analysis of HRM-based Change - H. Francis and J. Sinclair

Derek S. Pugh is Emeritus Professor of International Manage­ment at the Open University, United Kingdom, having previously been at the Universities of Edinburgh and Aston, the London Business School, and the Open University Business School. He has bee