Managing Change, Creativity and Innovation 4th Edition

List of FiguresList of TablesAbout the AuthorsAcknowledgementsPraise for Previous EditionsOnline ResourcesPART ONE Setting the Scene: The Changing Landscape of Business Organizations1 IntroductionManaging change, creativity and innovationThe importance of change, creativity and innovation in a world of flux and transitionCase 1.1 A creative innovation to the problem of delivering packages in increasingly congested citiesRationale and structure of the bookConclusionResources, readings and reflectionsChapter review questionsHands-on exerciseSome useful websitesRecommended readingReferences2 The Process of Change, Creativity and InnovationIntroductionOrganizational changeDefining organizational change: The key dimensionsThe main drivers of changeGradual and rapid change: An explanatory modelCase 2.1 Global Pandemic 2020 COVID-19: Triggers for change and the JobKeepers initiative in AustraliaCreativityMyths surrounding creativity: Towards a definitionTheories and models of creativityCreative thinkingReflective exercise: Creative accidents and managing the process of creative workInnovationForms and levels of innovationClosed and open innovationDisruptive innovation: Breaking away from established patternsA process model of continuous innovationConclusionResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionTakeaway exerciseSome useful websitesRecommended readingReferences3 A Brief History of Management Thought in the Development of Concepts, Theories and Business PracticeIntroductionThe Industrial RevolutionIndustrial organization and the coordination and control of workChange and the human aspects of workSleepers wake: The spectre of technology and innovationFit for purpose: The rise of contingency theoryIn search of excellence: Recipes for successGuru literature, popularized ideas and the reinvention of managementNew ideas for prospective futures: The global digital economy, advanced technology, precarious employment and declining household incomesConclusionResources, readings and reflectionsA reflective and prospective exerciseChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferencesPART TWO Change and Innovation in Organizations4 Classifying Theories of Organizational ChangeIntroductionThe need for good research, concepts and theoryPositivism versus interpretivism: What is knowledge and existence?The paradox of continuity and changeClassifying theories of change: The conceptual terrainFour foundational theories for understanding organizational changeA historical frame for explaining developments in organizational change theoriesMetaphors of organizations and images of managing changeA summary of theories and approaches to organizational changeConclusionCase 4.1 Mybank: A case study of organizational changeResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferences5 Change Management Practice: Choices, Lessons Learned and Key ConsiderationsIntroductionReasons for change: Context, drivers and choicesCase 5.1 The role of government in driving change: Electricity in New Zealand and the politics of privatizationEnvironmental determinism and strategic choiceScale and type of organizational changeThe practice of managing change: Guidelines, lessons and perspectivesReflective exercise: How leaders spark and sustain changeThe practice of managing innovation and change: Success and failureIs change and innovation the solution to business success?Case 5.2 Micro-X: A case study on competitive innovation of a high technology start-up companyConclusionResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferences6 Human Dimensions: Readiness, Communication, Sensemaking and CultureIntroductionGetting ready for changeCommunication and changeCommunication skills and competencies for changeCommunication: Process and strategiesCommunication for gaining commitment and not compliance to changeCase 6.1 A question of communication? A change project in a local government agency in New ZealandCommunication as conversations in making sense of changeCase 6.2 The importance of informal communication: Gossip and confidential gossip at workOrganizational cultureCase 6.3 Cultures at work: The case of Home Care ServiceThe management of cultural change in organizationsCase 6.4 Leadership, culture and change: The case of Jerusalem Paints IndustryConclusionResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferences7 People and Change: Power, Politics, Resistance, Time and TemporalityIntroductionPower and politics in the management of changePower and changePolitics as ‘power in action’ in managing changeThe politics of change management: Winning the turf gameCase 7.1 The hegemonic power of management and the sacking of the night shift: Power-coercive strategies or Machiavellian management?Resistance and changeIndividual responses to changeGroup responses to changeCase 7.2 Collective resistance through social media: The case of social movement organizations (SMOs)Suppressing collective forms of resistance at work: Foxconn factories in ChinaResistance as authentic grievance for positive changeCase 7.3 Resistance to threatened identities: Cultural reactions to change impositionTime, temporality and organizational changeConclusionResources, readings and reflectionsChapter review questionsHands-on exercisesWorkshop discussionSome useful websitesRecommended readingReferences8 Conventional Frameworks: Planning, Diagnostics and SequenceIntroductionLaying the foundations for planned approaches: Kurt LewinOrganizational Development (OD) and diagnostic change managementA matrix model of OD interventionsDunphy and Stace’s situational approach to change managementCase 8.1 The British Rail case study: Learning from the past?John Kotter: Leading and managing successful changeCase 8.2 Change at General Motors–HoldenConclusionResources, readings and reflectionsChapter review questionsResearch and reading exerciseGroup discussionSome useful websitesRecommended readingReferences9 Interpretative Frameworks, Dialogical OD, the Learning Organization and Appreciative InquiryIntroductionDialogical OD and the movement away from diagnostic foundationsPeter Senge: Continual transformation and the learning organizationJabri’s participative dialogical approach to managing changeCase 9.1 Change and the transitioning of people with intellectual disabilities into aged care facilitiesAppreciative Inquiry (AI): Searching for the best in peopleConclusionResources, readings and reflectionsChapter review questionsResearch and reading exerciseGroup discussionSome useful websitesRecommended readingReferences10 The Processual Turn: Politics, Context and TimeIntroductionLaying the foundations: Processual–contextual perspectivesTemporality and the dominance of objective time in theorizing changeStorying processes of change: Narrative and dialogueThe storyist turn: change as a multi-story processThe change kaleidoscope frameworkDawson’s processual approach for understanding changeA reappraisal of time for processual understandingProcesses shaping organizational changeCriticisms of Dawson’s processual approachConclusionResources, readings and reflectionsChapter review questionsPodcast exercise: Does time exist?Group discussionSome useful websitesRecommended readingReferencesPART THREE Creativity, Innovation and Change in Organizations11 Creative Industries, Innovative Cities and Changing WorldsIntroductionA new epoch of creativity and innovationCase 11.1 Entrepreneurial flair and the success of AmazonCreative industries: Strategy, wealth creation and growthCase 11.2 Social enterprise in the creative and cultural sector – The Forum Music CentreThe age of creativity: Organizations, people and locationThe industrial and creative divide in the experience economyCreative cities and regions: Advancing creativity for developmentThe creative class and the urban divide: Bohemians, tech-geeks, baristas and low-income service workersConclusionResources, readings and reflectionsChapter review questionsVideo discussionHands-on exerciseGroup discussionSome useful websitesRecommended reading/listeningReferences12 The Individual: Promoting Critical ThinkingIntroductionCognitive factorsImplications for creativity, innovation and change managementPersonality traitsImplications for creativity, innovation and change managementCase 12.1 Kylie Jenner, the creative entrepreneur who built a global empire in record timeKnowledgeFormal or explicit knowledgeInformal or tacit knowledgeKnowledge for creativity?Is knowledge always conducive to processes of change, creativity and innovation?Implications for creativity, innovation and change managementMotivationTypes of motivationImplications for creativity, innovation and change managementConclusionResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferences13 The Group: Nurturing TeamworkIntroductionTeams and the creative processWhy do people join teams?Why do teams fail?Team-building interventions during changeCreative teams: What do we know?Team inputsTeam sizeTeam longevityTaskKnowledge, skills and abilities (KSAs)Resourcing the teamTeam compositionTeam processesAction processesBrainstormingInterpersonal processesTrustConflictTeam cohesivenessModerators of team performanceTask typeTeam leadershipTeam outcomesCase 13.1 Atlassian cofounders build a partnership that lastsConclusionResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferences14 The Contextual Environment: Structure, Systems, Resources and CultureIntroductionWhat is organizational structure?Situational factorsCorporate strategyOrganizational sizeEnvironmental uncertaintyOrganizing for change, creativity and innovationSystemsGoal-setting and reward systemsEvaluationResourcesSufficient resourcingSystems of communicationProject selectionCase 14.1 The creative process at an advertising agency in AustraliaCultureSo what is organizational culture?Why is culture an important influence on organizational creativity and innovation?Norms that promote creativity and innovationNorms that promote implementationPractical principles for sustaining and building creativity and changeConclusionResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferences15 The Leader: Promoting New Ideas at WorkIntroductionDefining leadershipHow are managers different from leaders?Ingredients of leadershipHistorical overview of key leadership theoriesTrait approaches to leadershipBehavioural theoriesContingency theoriesContemporary approaches to leadershipTransformational and transactional leadershipCharismatic and visionary leadershipLeading creativity and innovationQualities and approaches of leadership for changeLeading an ambidextrous organization: Exploitative and explorative innovationCase 15.1 Transformation and change at Leeds Rhinos: The power of oneChallengesConclusionCase 15.2 From Jack Welch to Jack Dorsey: A tale of changing capitalism: Yogababble displaces shareholder returns, but egocentric bosses remain the sameResources, readings and reflectionsChapter review questionsHands-on exerciseGroup discussionSome useful websitesRecommended readingReferences16 ConclusionIntroductionCreative employees and the creative processLessons for managing change, creativity and innovationConclusionReferencesAppendixIndex