Why organizational change fails : robustness, tenacity and change in organizations

xvi, 184 p.

Management, organizations and society (London, England) ; v. 13

Routledge studies in management, organizations, and society ; 13

Description based upon print version of record

Front Cover; Why Organizational Change Fails; Contents; List of Figures; List of Tables; Preface to the English Edition; Preface; Part I: Robustness; 1. Robustness; 2. Routines: The Social Aspect of Robustness; Introduction by Prof. Christien Brinkgreve: On the Tenacity of Sexual Differences; 3. The Learned Organization: The Cognitive Aspect of Robustness; Introduction by Prof. Theo Mulder: Changeable Unchangeability: On Human Motor Control in a Constantly Changing Environment; 4. Power: The Political Aspect of Robustness

Introduction by Prof. Jan van Hooff: Power and Stabilityin the Social Organization of Animals5. Pathological Forms of Robustness; Introduction by Dr. Piet Boonekamp: A Chance Meeting Between Phytophthora and the Potato?; Part II: Tenacity; 6. The Tenacity of Organizations; 7. Springing Back; Introduction by Prof. Louise Vet: Change for the Sake of Not Having to Change: A Metaphor from the Field of Ecology; 8. Smothering Change; Introduction by Prof. Hans Bennis: On the (Un)Changeability of Language; 9. Calculating

Introduction by Saskia van Dockum: Inertia and Change: Lessons from ArchaeologyPart III: Perspectives; 10. The Blind Spot; Introduction by René Gude: Changes with Lasting Consequences: The Philosophy of Unchangeability; 11. Lessons for Change; Introduction by Frank Bijdendijk: The Yin and Yang of Our Built Environment; Conclusion; Appendix A: Social Constructivism; Appendix B: Overview; About the Authors; About the Contributing Authors; References; Index

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