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There are no commonly accepted theories of change that have been developed for China or countries in transition. This book is an attempt to bridge that gap and provide a model which takes into account the specifics of organizational changes in Chinese organizations. It looks at various aspects of change implementation in Chinese organizations, including the types, the process, the readiness to change, and ethical issues.Theoretical framework is created for analysing changes in ChinaInformation is provided about types of changes in Chinese organizationsProcess

Organizational change

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Volume 19 of Research in Organizational Change and Development includes papers by an international and diverse set of authors including Michael Beer, Victor Friedman, Luiz Gomez & Donna Ballard, Ethan Berstein & Frank Barrett, Karen Jansen & David Hoffman, Guido Maes & Geert Van Hootegem, and Tobias Fredberg, Flemming Norrgren & Rami Shani and the ideas expressed by these authors are as diverse as their backgrounds. New methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein & Barrett); and new theories for understanding change processes (Gomez & Ballard). The universal constant is change, and various ideas about sustaining change (Fredberg, Norrgren & Shani), mapping momentum changes during change efforts (Jansen & Hoffman) and exploring Lewins notions of the criticality of social space to facilitate change (Friedman). Volume 19 demonstrates that as academics, we advance the work in our field by both looking forward and looking back. Understanding the origins of our theories and beliefs can be as important as pioneering new ideas and methodologies. As you read Volume 19, we ask you to consider your own contributions to our field and to contact us to suggest topics for future volumes.

Organizational change.

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"This work provides a rich mine of ideas to stimulate thinking about organisational interaction, and organisations in relation to various socio/cultural values."--Provided by publisher.

Organizational change.

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About the Book: It is necessary for the organization to invent organizational culture, have killed people and world class technologies, evolve latest processes and introduce systems that make organization a truly learning organization. In the light of the above, the book offers a practical and realistic approach to the study of Organizational Development. The concepts, theories and OD interventions have been explained in details. Chapters on emotional intelligence, empowerment, learning organizations, quality of work life and future of OD were considered necessary and therefore have been incl

Organizational change.

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Volume Eighteen of Research in Organizational Change and Development contains nine papers that address cutting edge challenges in organizational change, report the results of change-related research, and advocate methodological advances in the field. Papers by noted international authors such as Ed Lawler & Chris Worley, Hillary Bradbury, Benyamin Lichtenstein, John Carrol & Peter Senge, Rob Sloyan & Jim Ludema, and David Coghlan make for fascinating reading and set an ambitious agenda for future scholarship.

Organizational change.