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Changing Change Management: Strategy, Power and Resistance

Research output: Book/Report/ProceedingsBook

Published

Standard

Changing Change Management : Strategy, Power and Resistance. / McCabe, Darren.

London : Routledge, 2020. 228 p. (Routledge Studies in Organizational Change & Development).

Research output: Book/Report/ProceedingsBook

Harvard

McCabe, D 2020, Changing Change Management: Strategy, Power and Resistance. Routledge Studies in Organizational Change & Development, Routledge, London. https://doi.org/10.4324/9780429029981

APA

McCabe, D. (2020). Changing Change Management: Strategy, Power and Resistance. (Routledge Studies in Organizational Change & Development). Routledge. https://doi.org/10.4324/9780429029981

Vancouver

McCabe D. Changing Change Management: Strategy, Power and Resistance. London: Routledge, 2020. 228 p. (Routledge Studies in Organizational Change & Development). https://doi.org/10.4324/9780429029981

Author

McCabe, Darren. / Changing Change Management : Strategy, Power and Resistance. London : Routledge, 2020. 228 p. (Routledge Studies in Organizational Change & Development).

Bibtex

@book{2162c8df41984c45b7a195e4870cb236,
title = "Changing Change Management: Strategy, Power and Resistance",
abstract = "The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical {\textquoteleft}relational{\textquoteright} approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.",
author = "Darren McCabe",
year = "2020",
month = jan,
day = "20",
doi = "10.4324/9780429029981",
language = "English",
isbn = "9780367140656",
series = "Routledge Studies in Organizational Change & Development",
publisher = "Routledge",
address = "United Kingdom",

}

RIS

TY - BOOK

T1 - Changing Change Management

T2 - Strategy, Power and Resistance

AU - McCabe, Darren

PY - 2020/1/20

Y1 - 2020/1/20

N2 - The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.

AB - The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.

U2 - 10.4324/9780429029981

DO - 10.4324/9780429029981

M3 - Book

SN - 9780367140656

T3 - Routledge Studies in Organizational Change & Development

BT - Changing Change Management

PB - Routledge

CY - London

ER -