Management Expert Analyzes Classic Harvard Transformation Cases

Author: Michael Bell
Publisher:
Publish Date: 2004-01-01
Features: Organizational change may be one of the most discussed and widely believed terms in the American corporate world, but it is also one of the most difficult to understand terms. We can verify this with the following numbers: almost two-thirds of changes fail, and these changes result in significant personnel and economic losses. Due to the lack of guiding examples for transformative change, many underperforming large companies often struggle to find the necessary guidance in selecting strategies that can lead them to sustainable success. Michael Bell and Nitin Nohria have paved the way for us to understand organizational change. This book is based on intense debate and is organized around two main, distinct change perspectives: E Theory and O Theory. It introduces many important insights in the field of organizational change, highlighting that the key to resolving the paradox of change lies in integrating this change process, and identifies the critical factors that change agents must consider when selecting strategies that satisfy shareholder interests while developing the organization's sustainable capabilities. This book presents a highly creative conceptual framework that is equally applicable to existing large enterprises and small and medium-sized enterprises, making it a unique and authoritative contribution to both academic research on organizational change and management practice.