Organizational Change and Redesign: Ideas and Insights for Improving Performance [Paperback]

"This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics."--Journal of Product Innovation Management

"All the chapters are solid contributions, while several are outstanding. There is much to praise in this anthology."--Choice

"This book focuses on an extremely important topic. The contents emphasize cutting edge issues regarding organizational change and redesign. The articles are largely based on empirical research and are authored by an excellent set of scholars. It should make major contributions to management theory and practice in the design and implementation of major organizational change."--Michael A. Hitt, Texas AandM University

"This book takes the topic of organizational change to a new plateau; and, with the wealth of empirical data and conceptual insights offered, the new view is expansive and enlightening. With cutting-edge contributions by some of the leading thinkers on strategic change, the Huber and Glick volume will be exceedingly valuable for executives and management scholars alike."--Donald C. Hambrick, Columbia University

"This is a major work. I would encourage scholars and mindful executives to thoughtfully read this book. Professors Huber and Glick have offered us a current; more importantly a stimulating and insightful, program of research through the eyes and works of influential scholars."--L.L. Cummings, University of Minnesota

"An outstanding compilation of research on change and a sterling contribution to the organizational change literature. In depth and comprehensive analyses of change in many organizations. A must read for scholars and managers."--Karlene Roberts, University of California, Berkeley

"Huber and Glick assembled a group of distinguished organizational scholars to ponder the future of post-industrial organizations and in this light, rethink our theories of organizational design and change. The result is impresive testimony of the power of theory to inform practice. Students and stewarts of organizations alike are well-served by this timely and important book."--James P. Walsh, University of Michigan

"The taproot of our discipline is organizational design. Weber developed the theory of bureaucracy to describe the structure of emerging "modern" organizations. Today we are witnessing an equally dramatic change in the shape and form of our organizational landscape. Ironically, as our opportunity as organizational scientists to influence the shape of this transformation is peaking our collective interest in the subject of organizational design is waning. The intellectual tools required to understand emerging post-bureaucracy organizational forms have grown rust from neglect. This book represents an important effort to redress that neglect by prodding us to rediscover our roots."--David Whetten, University of Illinois at Urbana-Champaign

"For several years, I've watched this group of organizational scientists huddle at various professional association meetings--ostensibly to produce a product on organizational change. The wait has been worth it. George Huber and Bill Glick's group has produced a book simultaneously intellectually challenging and practically relevant. This book will direct the efforts of scholars and practitioners as they wrestle with the overwhelming speed of change, as we move toward a globalized, boundaryless future."--Mary Ann Von Glinow, University of Southern California

"This book contains the best information available for designing postindustrial organizations."--National Productivity Review

What are the root causes of the increasingly rapid rate of change in the business environment? What patterns exist in the ways environmental change leads to organizational change? Confronted with a state of continuously accelerating change, what should managers and organizational scientists do? Organizational Change and Redesign addresses these questions to provide a clear and comprehensive understanding of the relationships among environmental changes, organizational redesign, and performance. This work draws on multi-year studies of dozens of organizations and on hundreds of interviews with top managers. It includes chapters formed as practical tutorials on how to think about and manage organizational change and redesign, making it an essential tool for business scholars, students, and practicing managers in the middle and upper levels of organizations.