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Organizational Change: Creating Change Through Strategic Communication

Organizational Change: Creating Change Through Strategic Communication

by Laurie K. Lewis
Publisher: Wiley-Blackwell
Release Date: May 2011
ISBN: 9781405191890
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Book Description

Organizational Change integrates major empirical, theoretical and conceptual approaches to implementing communication in organizational settings. Laurie Lewis ties together the disparate literatures in management, education, organizational sociology, and communication to explore how the practices and processes of communication work in real-world cases of change implementation.

  • Gives a bold and comprehensive overview of communication research and ideas on change and those who bring it about

  • Fills in an important piece of the applied communication puzzle as it relates to organizations

  • Illustrated with student friendly, real life case studies from organizations, including organizational mergers, governmental or nonprofit policy or procedural implementation, or technological innovation

  • Winner of the 2011 Organizational Communication NCA Division Book of the Year

Table of Contents

  1. Cover Page
  2. Title Page
  3. Foundations of Communication Theory
  4. Title Page
  5. Copyright
  6. Dedication
  7. Contents
  8. Contents in Detail
  9. Introduction
    1. State of the Art
    2. Weaknesses in Current Approaches to Change Implementation
    3. A Stakeholder Theory Perspective
    4. A Communication Perspective
    5. Cases of Organizational Change
    6. Conclusion
    7. References
    8. Further Reading
  10. 1: Defining Organizational Change
    1. What Is Organizational Change?
    2. Types of Organizational Change
    3. Complexity of Change Within Organizations
    4. Conclusion
    5. Notes
    6. References
  11. 2: Processes of Communication During Change
    1. Communication Processes
    2. Conclusion
    3. References
    4. Further Reading
  12. 3: A Stakeholder Communication Model of Change
    1. Stakeholder Theory
    2. Complicating Stakeholder Relationships
    3. Multiple Stakeholder Identities
    4. Stakeholder Interactions
    5. Roles Stakeholders Play in Change
    6. Stakeholder Model of Implementation of Change
    7. Conclusion
    8. References
    9. Further Reading
  13. 4: Outcomes of Change Processes
    1. Problems in Assessing Organizational Outcomes
    2. Assessing Change Outcomes
    3. Assessing Results of Change
    4. Causes for Implementation Failures and Successes
    5. Conclusion
    6. References
    7. Further Reading
  14. 5: Communication Approaches and Strategies
    1. An Overview of Strategic Implementation Models
    2. Communication Strategy Dimensions
    3. Channels for Communicating
    4. Conclusion
    5. Note
    6. References
    7. Further Reading
  15. 6: Power and Resistance
    1. Power During Organizational Change
    2. Resistance During Change
    3. Forms of Resistance
    4. Dispositional Resistance
    5. Value of Resistance
    6. Conclusion
    7. Note
    8. References
    9. Further Reading
  16. 7: Antecedents to Strategies, Assessments, and Interactions
    1. Institutional Factors
    2. Implementers' Perceptions of Change Context
    3. Stakeholders' Perceptions of Change Context
    4. Conclusion
    5. References
    6. Further Reading
  17. 8: Stakeholder Interactions: Storying and Framing
    1. Creating Stories and Storylines that Make Sense
    2. Framing
    3. Stories and Frames Create, Maintain, and Resolve Concerns
    4. Creating and Resolving Alliances, Rivalries, and Schisms
    5. Which Stories and Frames Matter?
    6. Conclusion
    7. Notes
    8. References
    9. Further Reading
  18. 9: Applying the Model in Practice
    1. Activity Tracks
    2. Tools for Managing Activity Tracks
    3. Myths About Implementing Planned Change
    4. Conclusion
    5. Reference
  19. Glossary
  20. Index