Strategic Change Management /2
Strategic Change Management
[Your Name]
[Course Name and Number] [Professor’s Name]
[Date]
Strategic Change Management
SECTION One: Strategic Organisational Change Models
Strategic Organizational Change
The study of organizational practices that enact, construct and advance effective strategic change process is theoretically and practically based on the conceptualization of two main key concepts: (1) strategic change processes and (2) organizational practices of strategizing and enacting effective change. Consequently, this chapter reviews and discusses the relevant literature and theoretical foundations in two parts. The first one focuses on strategic change. It provides the underlying theoretical understanding of change from a contextual and procession perspective (Roberto & Levesque, 2005, 60).
Organisations are experiencing considerable change in their environments and these changes, in many cases, have become an impetus for change. Theories in organisation suggest that organisational survival and growth require organisations to change their strategies, internal structures, culture and relationships to meet strategic goals. Thus, we see the strategic management of change as extremely topical in business and management literature. There are a variety of normative and descriptive analyses on the process of change with fewer being analytic in nature.
Models of change
Many organizational models exist for diagnostic and evaluative purposes in change management. Quoting from Mantere, 2005, (157-184) :
“Pick 100 organizational consultants, and we would have 100 different diagnostic models…After having seen at least as many as 500 of these models, I have yet to see two that are the same.”
It is often difficult to differentiate between models of organizational behaviour and models of organizational change. In many circumstances a model of organizational behaviour is applied to a change management context. Ford, Ford & d 'Amelio, (2007)
[Your Name]
[Course Name and Number] [Professor’s Name]
[Date]
Strategic Change Management
SECTION One: Strategic Organisational Change Models
Strategic Organizational Change
The study of organizational practices that enact, construct and advance effective strategic change process is theoretically and practically based on the conceptualization of two main key concepts: (1) strategic change processes and (2) organizational practices of strategizing and enacting effective change. Consequently, this chapter reviews and discusses the relevant literature and theoretical foundations in two parts. The first one focuses on strategic change. It provides the underlying theoretical understanding of change from a contextual and procession perspective (Roberto & Levesque, 2005, 60).
Organisations are experiencing considerable change in their environments and these changes, in many cases, have become an impetus for change. Theories in organisation suggest that organisational survival and growth require organisations to change their strategies, internal structures, culture and relationships to meet strategic goals. Thus, we see the strategic management of change as extremely topical in business and management literature. There are a variety of normative and descriptive analyses on the process of change with fewer being analytic in nature.
Models of change
Many organizational models exist for diagnostic and evaluative purposes in change management. Quoting from Mantere, 2005, (157-184) :
“Pick 100 organizational consultants, and we would have 100 different diagnostic models…After having seen at least as many as 500 of these models, I have yet to see two that are the same.”
It is often difficult to differentiate between models of organizational behaviour and models of organizational change. In many circumstances a model of organizational behaviour is applied to a change management context. Ford, Ford & d 'Amelio, (2007)
References: Beech, N. & Johnson, P. (2005): Discourses of disrupted identities in the practice of strategic change. Journal of Organizational Change Management, 18(1): 31-47. Balogun, J. & Johnson, G. (2005): From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26(11): 1573-1601. Ahrens, T. & Chapman, C. S. (2006): Management accounting as practice. Accounting, Organizations & Society, 32(1/2): 5-31. Doolin, B. (2003): Narratives of change: Discourse, technology and organization. Organization, 10(4): 751-770 Feldman, M Flick, U. (2006): An introduction to qualitative research, (3. ed.). London: Sage Publications. Ford, J. D., Ford, L. W., & d 'Amelio, A. (2007): Resistance to change: The rest of the story. Academy of Management Review, in press. Grant, D. & Hardy, C. (2004): Introduction: Struggles with organizational discourse. Organization Studies, 25(1): 5-13. Jarzabkowski, P. (2005): Strategy as Practice: an activity-based approach. London: Sage. Jarzabkowski, P., Balogun, J., & Seidl, D. (2007): Strategizing: The challenges of a practice perspective. Human Relations, 60(1): 5-27. Mantere, S. (2005): Strategic practices as enablers and disablers of championing activity. Strategic Organization, 3(2): 157-184 Roberto, M Silverman, D. (2005): Doing qualitative research - A practical handbook, (2. ed.). London: Sage Publications. Whittington, R. (2006): Completing the practice turn in strategy research. Organization Studies, 27(5): 613-634.