Administrative Science Quarterly · 1994 · 320 citations · 0 references
ManagementLeadershipOrganizational BehaviorOrganizational ChangeStrategic ChangeStrategic LeadershipChange StrategyOrganizational Change ManagementOrganizational Change StrategyOrganizational RedesignOrganizational RestructuringOrganizational TransformationCommunication ProcessesManagement ChangeManagerial EffectivenessOrganizational Change ImplementationOrganizational Change LeadershipOrganizational DemographicsOrganizational Performance AssessmentRole Redesign
This book is the culmination of four years of the coordinated research of twelve business professors in management and organizational science. Their studies were directed at increasing an understanding of the relationships among organizational change, redesign, and performance. The book deals with the way in which organizational performance is affected by changes in the organization's environment, strategy, structure, and leadership, and how managerial effectiveness is influenced by managerial demographics, team structure, and communication processes. This book represents some of the finest authors currently working in the area of organizational change and performance.