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Managing Change, Creativity and Innovation
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Managing Change, Creativity and Innovation

Third Edition


© 2017 | 664 pages | SAGE Publications Ltd
A fresh approach to managing organizational change by looking at it as complex, dynamic, and messy as opposed to a series of neat, linear stages and processes leading to success.

Key to the approach is the idea that change, creativity and innovation all overlap and interconnect rather than being three separate areas of study and that managing the three together is central to organizations having the competitive edge in developing new technologies and techniques, products and services.

Managing Change, Creativity and Innovation continues to offer practical guidelines as well as a theoretical understanding of change, creativity and innovation. It delivers an equal balance of critical perspectives and sound ideas for organizational change and development and presents the idea that change can be proactive, driven by creativity and innovation.

The Third Edition includes additional change management content including learning, personal change, managing the self, employability, developments in conventional Organizational Development and new emergent forms including appreciative inquiry. Along with a series of rich international case studies, including TNT Australia, Amazon, Leeds Rhinos, Jerusalem Paints, Alpha Pro Pump and KPMG.

It is supported by a range of learning and revision aids including reflective exercises, review and discussion questions and hands-on research tasks. All of which help students to reflect on the material covered and provide a source for more open group discussion and debate.

companion website accompanies the book, with additional material including PowerPoint slides for lecturers and video links and access to SAGE journal articles for students.

Suitable for upper-level undergraduates and postgraduate students.
 
PART ONE: Setting the Scene: The Changing Landscape of Business Organizations
 
Chapter 1: Introduction
 
Chapter 2: The Process of Change, Creativity and Innovation
 
Chapter 3: A Brief History of Management Thought in the Development of Concepts, Theories and Business Practice
 
PART TWO: Change and Innovation in Organizations
 
Chapter 4: Classifying Theories of Organizational Change
 
Chapter 5: Change Management Practice: Choice, Lessons Learned and Key Considerations
 
Chapter 6: Human Dimensions: Readiness, Time Perspectives, Communication, Power, Politics and Resistance
 
Chapter 7: Conventional Frameworks: Planning, Diagnostics and Sequence
 
Chapter 8: New Developments and Postmodern Ideas: Dialogue and Meaning
 
Chapter 9: The Processual Turn: Politics, Context and Time
 
PART THREE: Creativity, Innovation and Change in Organizations
 
Chapter 10: Creative Industries, Innovative Cities and Changing Worlds
 
Chapter 11: The Individual: Promoting Critical Thinking
 
Chapter 12: The Group: Nurturing Teamwork
 
Chapter 13: The Leader: Promoting New Ideas at Work
 
Chapter 14: The Internal Environment: Orchestrating Structure, Systems and Resources
 
Chapter 15: Culture: Enabling and Constraining Creative Processes at Work
 
Chapter 16: Conclusion

Supplements

Click for online resources

Instructor Resources

  • PowerPoint Slides

Student Resources

  • Author selected Video links
  • SAGE journal articles

Previous editions of this book have been widely praised and rightly so. In this new version significant updates and additions have been made to ensure critical engagement with key conceptual advances, contemporary debates and practical insight. As such Managing Change, Creativity and Innovation deserves to remain the source of choice for the thoughtful and reflective student of innovation or change practitioner.

Ian McLoughlin
Professor of Management, Monash University, Australia and Visiting Professor, Warwick University, UK

Dawson & Andriopoulos' book makes a significant contribution to the scholarly literature on organizational change. This well-written and comprehensive book highlights the critical importance of analyzing interactions between individual, group, temporal, and environmental factors throughout the process of organizational change. Presented in an interesting and highly readable style, this book will be of considerable value to students, scholars and business practitioners alike. Highly recommended.

Professor Kenneth McBey
York University, Toronto, Canada

This book does a masterful job of promoting critical thinking to managing change and creativity.

David M. Boje
Regents Professor and Distinguished Achievement Professor in Management Department, New Mexico State University, USA

With each successive edition, this book just gets better and better.  It is essential reading for anyone who has an interest in managing and changing organizations.

Professor Bernard Burnes
Chair of Organisational Change, Stirling Management School

For students and practitioners, this is a benchmark text on the process of organizational change. Why do many planned changes fail to meet their goals? Change management is often presented as a reaction to business problems, but change can also be proactive, driven by entrepreneurship, leadership, creativity and innovation. Combining these perspectives in a processual framework, this text offers fresh explanations, beyond oversimplified guidelines and complex theories, with new case studies and updated material. The authors present a cross-disciplinary set of models and techniques in a style sensitive to corporate, managerial and individual concerns.

 

David A. Buchanan
Emeritus Professor of Organizational Behaviour, Cranfield University School of Management

‘By adopting an explicitly processual and temporal stance, Dawson and Andriopoulos go beyond simple prescriptions to conceive change, innovation and creativity as continuously inter-weaving and co-emergent dynamics of social engagement. This novel perspective not only has potential to liberate students and researchers from the constraints of overly abstracted thinking, but it also resonates strongly with the lived experiences of practising managers.’

Dr Barbara Simpson
Professor of Leadership and Organisational Dynamics, Strathclyde Business School

I found this book interesting and set out in an easy to understand way which the students appeared to enjoy. It includes many of the leadership models which form part of the leadership course which makes this book a useful reference for students. The case studies were useful. I have placed this onto our reading list.

Mr Stuart Woodcock
Department of Law, Chester University
October 27, 2017

Text has a diverse breadth and depth of issues relative to change and innovation. Extremely well explained, with a level of debate suitable for advanced study. Text well presented with range of formats and case examples.

Dr Valerie Larkin
Public Health and Wellbeing, Northumbria University
April 11, 2017

Well written, thoroughly referenced and full of detailed, real world examples.

Ms Donna Frost
Health and Nursing, Fontys University of Applied Sciences
January 9, 2017

Sample Materials & Chapters

Chapter 10: Creative Industries, Innovative Cities and Changing Worlds


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