Managing Change: Text and Cases, 2nd Edition, by Todd Jick and Maury Peiperl is a thoroughly revised version of a well-received volume on the scholarship of change in organizations. It is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. Of the 48 items in this book, 31 are new to this edition. The module introductions have been thoroughly revised; one modular introduction (Module 6, Continuous Change) is brand new.
Introduction
MODULE 1 Forces for Change
Case: Conspiracy of Change at Intuit
Reading: “An Improvisational Model for Change Management: The Case of Groupware Technologies,” Wanda J. Orlikowski and J. Debra Hofman
Case: Change Classic: Changing the Culture at British Airways
Case: British Airways Update, 1991-2000
Reading: “Re-Energizing the Mature Organization,” Richard W. Beatty and David O. Ulrich
Case: Clifford Chance: International Expansion
Reading: “A Note on the Organizational Implications of Globalization,” Erich A. Joachimsthaler, Martin Helmstein and Ralf Leppanen
Reading: “Cultivating the World”
MODULE 2Changing the Game (From Vision to Adaptation)
Case: Yingcom and Yangnet
Reading: “The Vision Thing (A),” Todd D. Jick
Case: Change Classic Bob Galvin and Motorola, Inc. (A)
Reading: “From Bogged Down to Fired Up: Inspiring Organizational Change,” Bert A. Spector
Case: Motorola: The Next Generation of Change Management
Reading: “Meeting the Challenge of Disruptive Change,” Clayton M. Christensen and Michael Overdorf
Case: Charlotte Beers at Ogilvy & Mather Worldwide (A)
Reading: “The Time Is Ripe For Unorthodox Newcomers,” an interview with Gary Hamel
MODULE 3Implementing Change
Case: Change Classic: Peter Browning and Continental White Cap (A)
Reading: “Implementing Change,” Todd D. Jick
Case: Marconi plc (A)
Reading: “Organizational Frame Bending: Principles for Managing Reorientation,” David A. Nadler and Michael L. Tushman
Case: Leading Culture Change at Seagram (A)
Reading: “Why Change Programs Don’t Produce Change,” Michael Beer, Russell A. Eisenstat, and Bert Spector
Reading: “Cahnging the Deal While Keeping the People” Denise M. Rousseau.
Simulation: The Merger Plan Simulation
Case: Revolution at Oticon A/S (A)
Reading: “United in the Quest to Become Radical,"
MODULE 4The Recipients of Change
Case: Change Classic: Donna Dubinsky and Apple Computer, Inc. (A)
Reading: “The Recipients of Change,” Todd D. Jick
Case: Welcome Israel (A)
Reading: “Back to Square Zero: The Post-Corporate Career,” Maury Peiperl and Yehuda Baruch
Case: Mark Margolis
Case: Emilio Kornan
Simulation: Broadway Brokers
Reading: “Managing to Communicate, Communicating to Manage: How Leading Companies Communicate With Employees,” Mary Young and James E. Post
MODULE 5 Leading Change: The Personal Side
Case: Walt Disney’s Dennis Hightower: Taking Charge
Case: Dennis Hightower: Walt Disney’s Transnational Manager
Reading: “Bob Knowling’s Change Manual,” Noel Tichy
Case: Three in the Middle: The Experience of Making Change at Micro Switch
Reading: “Converting Middle Powerlessness to Middle Power,A Systems Approach” Barry Oshry
Case: The Young Change Agents
Reading: “The Enduring Skills of Change Leaders,” Rosabeth Moss Kanter
MODULE 6 Continuous Change
Case: Northwest Airlines Confronts Change
Case: Singapore Airlines: Changing to Stay Ahead
Reading: “Change, Stability and Renewal: The Paradoxes of Self-Organizing Systems,” Margaret Wheatley
Reading: “Cracking the Code of Change,” Michael Beer and Nitin Nohria
Case: Nigel Andrews and General Electric Plastics (A)
Reading: “GE’s Move to the Internet,”
Reading: “Sole Flight: A Jack Welch Disciple Finds the GE Mystique Only Takes You So Far,”
Reading: “Unlocking the Mystery of Effective Large-Scale Change,” Peggy Holman
