Relevant bibliographies by topics / Strategic change

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategic change'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Strategic change"

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Hernandez, Exequiel, and Anoop Menon. "Strategic Network Change." Academy of Management Proceedings 2018, no. 1 (August 2018): 15118. http://dx.doi.org/10.5465/ambpp.2018.15118abstract.

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Graetz, Fiona. "Strategic change leadership." Management Decision 38, no. 8 (October 2000): 550–64. http://dx.doi.org/10.1108/00251740010378282.

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Fenton, Evelyn M. "Visualising Strategic Change:." European Management Journal 25, no. 2 (April 2007): 104–17. http://dx.doi.org/10.1016/j.emj.2007.02.003.

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Beer, Michael. "Strategic-Change Research." Journal of Management Inquiry 1, no. 2 (June 1992): 111–16. http://dx.doi.org/10.1177/105649269212003.

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Grundy, Tony, and Dave King. "Using strategic planning to drive strategic change." Long Range Planning 25, no. 1 (February 1992): 100–108. http://dx.doi.org/10.1016/0024-6301(92)90315-s.

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Mantere, Saku, Henri A. Schildt, and John A. A. Sillince. "Reversal of Strategic Change." Academy of Management Journal 55, no. 1 (February 2012): 172–96. http://dx.doi.org/10.5465/amj.2008.0045.

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Gaspar, Deborah B. "Strategic vision: Navigating change." College & Research Libraries News 76, no. 7 (July 1, 2015): 380–83. http://dx.doi.org/10.5860/crln.76.7.9347.

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Wallace, Robert E. "Strategic Planning and Change." Journal of Information Systems Management 4, no. 4 (January 1987): 49–51. http://dx.doi.org/10.1080/07399018708962876.

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Dominguez CC, Marta, Jose Luís Galán-González, and Carmen Barroso. "Patterns of strategic change." Journal of Organizational Change Management 28, no. 3 (May 11, 2015): 411–31. http://dx.doi.org/10.1108/jocm-05-2014-0097.

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Purpose – The purpose of this paper is to know how strategic change processes unfold over time and their potential consequences for firms. The study has two main objectives: to identify the actors involved; and to analyze the sequences of changes when a firm experiences strategic change. Design/methodology/approach – To know the temporal sequence of strategic change is per se one of the most important questions of research in management. This is because it allows for a better understanding of how and why organizations change. The qualitative analysis – based on the existing literature on the change processes – aims to capture reality in flight and study long-term processes. Findings – The study identifies strategic change’s essential patterns. It determines when it is appropriate to use these sequences to improve firm performance and it explains that reorganization of the senior management can produce strategic change. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. Practical implications – To know the strategic change circumstances and, over all, the sequence of the change process, could accelerate its implementation in a time when the speed is essential for the company competitiveness. Originality/value – The paper studies strategic change like a process. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. The study identifies strategic change’s essential patterns both incremental as radical. By identifying these sequences, it can define the what, how and why of change, and who is involved.
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Hitch, Leslie P. "Working toward strategic change." Journal of Academic Librarianship 23, no. 6 (November 1997): 537–38. http://dx.doi.org/10.1016/s0099-1333(97)90196-8.

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Dissertations / Theses on the topic "Strategic change"

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Solouki, Zahra. "Organization Narratives for Strategic Change." Doctoral thesis, Universitat Ramon Llull, 2018. http://hdl.handle.net/10803/482170.

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Aquesta tesi examina el rol de la retòrica i les narratives en la gestió. Un objectiu més ampli d'aquesta investigació és compendre millor el rol de la retòrica i la narratives en la pràctica de la gestió. Ja que la retòrica i les narratives típicament es fan servir per a la creació de sentit en situacions incertes i per donar forma a un camí que sigui possible en el futur, aquest que és un objectiu més ampli, serà subjecte a un examen detallat basat en les preguntes següents. Quin és el paper de les narratives en condicions incertes? Com faciliten les narratives dels projectes de canvi? • Quan són necessàries la retòrica i les narratives en el treball directiu? El primer article, "La retòrica i Cap Control, una Nova Funció Directiva", suggereix una resposta a aquesta pregunta, usant el concepte de "fases de desenvolupament" en la formulació del problema. Per exemple, la declaració "volem trobar una cura per a les malalties autoimmunes" requeriria obertura retòrica, ja que l'activitat concreta que porta a un resultat específic és confusa encara. No obstant, com els investigadors treballen en la persuasió entre els uns i els altres per a que un tema específic estigui en el focus, llavors l'abast de les interpretacions es va estrenyent, i, a través del tancament retòric, un consens sobre el problema es va assolint. En altres paraules, la decisió de situar-se en l'obertura o tancament retòric està basada en l'etapa en la qual se situa el problema, concreta o abstracta. • Quin és el paper de les narratives en situacions incertes, com la situació de canvi? Per investigar aquesta pregunta, el segon article, "El Camí No Pres: Narratives d'Acció i Canvi organitzacional", compara dos tipus de narratives pel que fa a la seva obertura retòrica. La primera narrativa té una trama rígida i clara, però el seu desenllaç deixa certs nivells de vaguetat, per tant, podria tenir una àmplia varietat de finals. El segon tipus de narrativa accentua un final clar i fixat, però estem davant d'una descripció vaga del procés, per tant manté una trama flexible i oberta a interpretació. • Com es dirigeix el canvi en projectes? El tercer article d'aquesta dissertació es titula: "El Conte de Dos Casos: Ampliació de l'Enfocament d'Estudis sobre Comportament en l'Empresa" aprofita dos casos de països veïns i segueix el seu camí cap a la internacionalització, per tal de comparar la seva retòrica i narratives pel que fa a l'estructura organitzativa i comunicació. Malgrat la seva proximitat geogràfica, es revela que els dos tenen menys pràctiques en comú del que s'esperava. Una de les contribucions més interessants d'aquest projecte és veure la llibertat de formular futurs projectes per mitjà de narratives com un factor irreemplaçable en les organitzacions. Això no és només una necessitat indiscutible davant les incerteses d'un entorn canviant, sinó també sembla que és un desig humà, ja que els individus lluitaran per això d'una manera o altra.
Esta tesis examina el rol de la retórica y la narrativas en la gestión. Un objetivo más amplio de esta investigación es mejorar la comprensión del rol de la retórica y las narrativas en la práctica de la gestión. Puesto que la retórica y las narrativas típicamente se usan para la creación de sentido en situaciones inciertas y para dar forma a un camino que sea posible en el futuro, este que es un objetivo más amplio será sujeto a un examen detallado basado en las preguntas siguientes. ¿Cuál es el papel de las narrativas en condiciones inciertas? ¿Cómo facilitan las narrativas los proyectos de cambio? • ¿Cuándo son necesarias la retórica y las narrativas en el trabajo directivo? El primer artículo, “La retórica y Ningún Control, una Nueva Función Directiva”, sugiere una respuesta a esta pregunta, usando el concepto de “fases de desarrollo” en la formulación del problema. Por ejemplo, la declaración “queremos encontrar una cura para las enfermedades autoinmunes” requeriría apertura retórica, ya que la actividad precisa que lleva a un resultado específico es confusa aún. Sin embargo, puesto que los investigadores trabajan en la persuasión de unos a otros puesto que un tema específico tiene que estar en el foco, el alcance de las interpretaciones se va estrechando, y, a través del cierre retórico, un consenso en el problema se puede alcanzar. En otras palabras, la decisión de situarse en la apertura o cierre retórico está basada en la etapa en la que se situa el problema, concreta o abstracta. • ¿Cuál es el papel de las narrativas en situaciones inciertas, como la situación de cambio? Para investigar esta pregunta, el segundo artículo, “El Camino No Tomado: Narrativas de Acción y Cambio organizacional”, compara dos tipos de narrativas en cuanto a su apertura retórica. La primera narrativa tiene una trama rígida y clara, pero su desenlace deja ciertos niveles de vaguedad, por lo tanto, podría tener una amplia variedad de finales. El segundo tipo de narrativa acentúa un final claro y fijado, pero estamos ante una descripción vaga del proceso, por lo tanto mantiene una trama flexible y abierta a interpretación. • ¿Cómo se dirige un proyecto de cambio? El tercer artículo de esta disertación se titula: “El Cuento de Dos Casos: Ampliación del Enfoque de Estudios sobre Comportamiento en la Empresa” aprovecha dos casos de países vecinos y sigue su camino hacia la internacionalización, a fin de comparar su retórica y narrativas en cuanto a la estructura organizativa y comunicación. A pesar de su proximidad geográfica, se revela que los dos tienen menos prácticas en común de lo esperado. Una de las contribuciones más interesantes de este proyecto es ver la libertad de formular futuros proyectos por medio de narrativas como un factor irremplazable en las organizaciones. Esto no es sólo una necesidad indiscutible ante las incertidumbres de un entorno cambiante, sino también parece que es un deseo humano, ya que los individuos lucharán por ello de una manera u otra.
This thesis examines the role of rhetoric and narratives in management. The broader objective of this research is to improve our understanding of the role of rhetoric and narratives in management practice. As rhetoric and narratives are typically invoked to create meaning in uncertain situations and to shape a possible path to the future, this broader objective will be subject to a detailed examination based on the following questions. What is the role of narratives in uncertain conditions? How do narratives facilitate change projects? •When are rhetoric and narratives needed in managerial work? The first paper, “Rhetoric and No Control, a New Managerial Function”, suggests an answer to this question, using the concept of “stages of development” in problem formulation. For example, the statement “we want to find a cure for autoimmune diseases” would require rhetorical openness, as the precise activity that leads to a specific outcome is yet unclear. However, as the researchers work on persuading each other that a specific topic needs to be at focus, the scope of interpretations narrows, and, through rhetorical closure, a consensus on the problem at hand can be reached. In other words, the decision to engage in openness or closure is based on what stage the problem is at, concrete or abstract. •What is the role of narratives in uncertain conditions, such as change? To investigate this question, the second paper, “The Road Not Taken: The Narratives of Action and Organizational Change”, compares two types of narratives regarding their approach to rhetorical openness. The first narrative type has a rigid and clear plot but leaves a certain degree of vagueness to the outcome, therefore, it might have a variety of endings. The second narrative type stresses on a clear and fixed ending, while keeping a vague description of the process, therefore maintaining the flexibility of the plot and its openness to interpretation. •How is a change project managed? The third paper in this dissertation titled: “The Tale of Two Cases: Expanding the Behaviour Approach to the Firm” takes advantage of two case studies from neighbouring countries and follows their internationalization path, in order to compare their rhetoric and narratives regarding the organizational structure and communication. Despite their geographical proximity, it is revealed that the two have fewer practices in common than expected. One of the most interesting contributions of this project, is viewing freedom to formulate future plans by means of narratives as an irreplaceable factor in organizations. Not only is it an undeniable need in the face of uncertainties of an ever-changing environment, but also it seems to be a human desire, as the individuals will strive for it in one way or another.
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Myllykoski, J. (Jenni). "Strategic change emerging in time." Doctoral thesis, Oulun yliopisto, 2017. http://urn.fi/urn:isbn:9789526215426.

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Abstract In this study, I address the need for an in-depth understanding of the temporal nature of strategic change. Accordingly, I examine how strategic change emerges in time in a small Finnish software company. The data for the study consists of strategy-making discussions with three company managers during the course of two years. With this study I contribute to process organization studies in general and post-processual strategy research in particular. By following a process-relational view of becoming reality and adopting an “in-time” view of temporality, I add to discussions on the temporal nature of strategy work. The in-time view enables me to examine strategic change as the fluidity of the present, in which both the past and the future are immanent. In addition to highlighting that processuality cannot be reduced to human actions, I follow the notion of agentic time, which analytically gives agency to relational events. With the in-time view, I aim to unpack especially two underlying tendencies behind theorizations of strategic change: first, the overemphasis on managers as the principle, controlling agents of strategic change, and second, the reduction of the complex and fluxing change processes into simple, static models. With the empirical analysis, I identify five ways in which the agency of time perceptibly manifests in strategic change: unforeseen events, the becoming meaning of events, the immediacy and irreversibility of an emerging situation, the immanent past in the present, and the conditionality of time. I also show the paradoxical tension between organizing processes efficiently over time and experiencing and reacting to novel events in time. Furthermore, I illustrate the multi-event nature of strategic change and show how the managers’ intentionality emerges from within relational events. In contrast to the prevailing view of strategic change as a pre-planned, future-oriented managerial activity, with this study I add to our understanding of strategic change as a continuous, unpredictable process emerging through the mutually constitutive relation between unowned events and human actions. Accordingly, I argue that temporality should be treated as a fundamental characteristic of reality, which defines the dynamics of strategic change, rather than as an objective background or subjective construction of strategy-making
Tiivistelmä Tällä tutkimuksella vastaan tarpeeseen ymmärtää syvällisemmin strategisen muutoksen ajallista luonnetta. Sen vuoksi tarkastelen tässä työssä, miten strateginen muutos kehkeytyy ajassa pienessä suomalaisessa ohjelmistoyrityksessä. Tutkimusaineistoni koostuu yrityksen kolmen johtajan kanssa käydyistä strategiakeskusteluista kahden vuoden ajalta. Tutkimukseni kontribuoi yleisesti prosessuaaliseen organisaatiotutkimukseen ja erityisesti jälkiprosessuaaliseen strategiatutkimukseen. Tuon tutkimuksessani esille ajallisuuden näkökulman muutosprosessiin. Seuraan prosessi-relationaalista aikakäsitystä, jossa menneisyys ja tulevaisuus nähdään läsnä olevina alati kehkeytyvässä nykyhetkessä. Sen mukaisesti korostan ajan agenttista luonnetta prosesseissa ja keskityn analyysissäni yksilöiden sijaan relationaalisiin tapahtumiin keskeisimpänä muutosvoimana. Tällä näkökulmalla pyrin ohittamaan erityisesti kaksi vallitsevaa strategiatutkimuksen ongelmaa: yritysjohdon roolin ylikorostamisen muutoksen hallitsijana, sekä monimutkaisen ja dynaamisen muutosprosessin liiallisen redusoimisen staattisiksi malleiksi. Tutkimuksessani tunnistan viisi ajan agenssin ilmenemismuotoa strategisessa muutoksessa: odottamattomat tapahtumat, tapahtumien ajassa muuttuva merkitys, elettyjen tilanteiden välittömyys ja peruuttamattomuus, menneisyyden läsnäolo nykyisyydessä, sekä ajan ehdollisuus. Lisäksi osoitan työssäni paradoksaalisen jännitteen ajan yli jatkumaan ja kehittymään suunniteltujen käytäntöjen, sekä ajassa kehkeytyvien hallitsemattomien tapahtumien kohdatessa. Korostan työssäni myös muutostapahtumien monitahoista ilmentymistä ja osoitan, kuinka johtajien tarkoitukselliset toimet muodostuvat tapahtumien sisällä. Tutkimuksellani kyseenalaistan käsityksen strategisesta muutoksesta suunniteltuna, tulevaisuusorientoituneena prosessina. Sen sijaan kuvaan sen jatkuvana ja ennustamattomana prosessina, joka kehkeytyy hallitsemattomien tapahtumien ja yksilöiden toimien sisäisenä dynamiikkana. Väitän, että ajallisuus tulisi nähdä todellisuutta luovana voimana joka määrittää strategisen muutoksen prosessuaalisen luonteen, eikä pelkästään tapahtumien objektiivisena taustana tai ihmisten subjektiivisena tulevaisuuden ja menneisyyden tulkintana strategiatyössä
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Hannagan, Tim. "Strategic change in further education." Thesis, Open University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.396813.

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Roberts, Julie. "Sustainable strategic change in practice." Thesis, University of Hull, 2007. http://hydra.hull.ac.uk/resources/hull:6445.

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This investigation looks at what Head Teachers are doing to make strategic change sustainable. It seeks to determine the ways in which senior leaders are using strategic approaches to build in systems and procedures that will secure improvement over the longer term alongside the short term leadership and operational challenges. The research focuses upon the key theoretical perspectives and conceptualframework for strategic leadership and sustainable improvement in schools today and the review of the literature looks at the concepts of strategy and strategic leadership to articulate how strategic management is central to sustainability. In developing a theory for action it draws upon the literature to build the main areas of research. This qualitative emergent study generates data from semi-structured interviews with ten secondary Lincolnshire Head Teachers. The researchlooks at the situation of the individual schools and semi-structured interviews incorporate both subjective and objective information to demonstrate subjective meanings of events, processes and strategic change measures to enhance sustainable progress within schools. The findings highlight that sustainability is about sustaining all that is good in a school and demonstrate that there is no single solution for achieving sustainable strategic change in schools today. A taxonomy of nine key principles for achieving sustainable strategic change is articulated in the closing chapter and the conclusions reached within this thesis demonstrate that the main driver of sustainable strategic leadership is having a clear moral purpose around which strategic change revolves. This extends to the wider moral purpose of developing partnerships and sharing responsibility across the community. Sustainable strategic change begins within the school with school leaders sharing the vision, developing the people and working to achieve both the short and longer term goals and then binding this together with external partnerships that renew and revive the creative energies of all concerned.
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Flejzor, Lauren. "Explaining strategic change in international organisations." Thesis, London School of Economics and Political Science (University of London), 2006. http://etheses.lse.ac.uk/1913/.

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This thesis explains the processes and varying outputs of international organisational change. Specifically, it examines how and why strategic change in international organisations varies across one global thematic area: forests. Three types of change - punctuated, incremental and regressive - resulted in a number of international organisations from May 1994-May 2005. Change processes in the forest arena are particularly complex and political, and provide for highly variable planning approaches. Yet, little is known about the way in which strategic change processes occurred in these organisations and why particular types of change ensued. This research expands theories of organisational change and closes gaps in empirical research about strategic processes in international organisations. Specifically, it challenges Baumgartner and Jones' (2002) use of the punctuated equilibrium view of politics and expands Sastry's (1997) theory of punctuated organisational change. The empirical work centres around two research questions: How and why do strategic change processes occur in international organisations. What affects each output of the process. A qualitative, comparative case study methodology was used to capture the dynamic and complex strategic change processes in four organisations, the: UN Forum on Forests; International Tropical Timber Organization; World Bank; and Food and Agriculture Organization. The empirical data is explained using insights from system dynamics, especially causal loop diagrams, to show the dominant effects of negative and positive feedback on strategic change outputs. The comparative research explains why different strategic change processes can, but rarely do, produce radical shifts in change outputs. The research concludes that radical strategic change occurred in organisations where clear qualitative and quantitative assessments of performance and process innovation were strongest. It reveals the need for 'loose' governance structures early in strategic processes, the importance of clear organisational performance criteria and the key role of powerful institutions in supporting change initiatives. It proposes a model of strategic change in international organisations and suggests future areas of research.
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Mahon, Kerrie L. "Strategic change in healthcare: Seeking reliability." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/115475/3/Kerrie%20Mahon%20Thesis.pdf.

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Organisational-wide risks and uncertainty may emerge from the complexity of project and program implementation; particularly in the health sector. When the corporate governance of a program is misaligned to the complex business environment, the efforts of senior management to achieve program reliability are impacted. Explored in this study were adaptable corporate governance approaches and their alignment to high reliability practices for effective management of risks and uncertainty in complex business environments. A range of frameworks were created that help explain how any why positive and negative project and program outcomes emerge due to corporate governance.
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Burt, George. "Towards a theory of volitional strategic change : the role of transitional objects in constancy and change." Thesis, University of Strathclyde, 2001. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=24283.

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Scenario planning is management approach to deal with uncertainty in the business environment. The intention of the approach is to allow management of organisations to better understand and manage their environment. There are many examples of scenario planning in the practitioner literature that suggest that the approach works in practice. There is however little empirical evidence to support or explore the validity of such claims. The origin of this thesis was an exploratory study to understand the impact of interventions using scenario planning in the context of small and medium sized enterprises. In conducting empirical research, the researcher can reflect on what has become a 'learning journey', which identifies the cognitive processes managers employ to manage change arising from such interventions. The research identifies managerial recipes and transitional objects allowing volitional strategic change to occur. That is, the existing managerial understanding based on past experience and success acts as a bridge from the existing world to a new world, without which change cannot be rationalised and management would be incapacitated. I have called this the 'upframed recipe', expressing its elements of lasting validity, the transitional object.
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Asquith, Andrew Richard. "Change management in local government : strategic change agents and organisational ownership." Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.

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This thesis analyses strategic change management in English local government and suggests the most appropriate leadership and management approaches for achieving successful organisational change. Using a model of organic evolution, the research identifies and analyses three distinctive stages in the development of management systems and practices in local government. These stages can be identified as: traditional, corporate and strategic approaches. A sample of eight local authorities representing two from each of the major English authority types was selected. Extensive qualitative research enabled the classification of the authorities using the following typology: namely transactional, community leadership and business culture. Each type is representative of one of the three evolutionary stages. With reference to each of the identified three stages of evolutionary development, the role of the chief executive in each of the authorities in successfully managing change was assessed. The purpose is to establish which management type provided the most effective change management environment. This assessment took place on two levels. Firstly, the qualitative research addressed the perceptions of the chief executives' change management agenda on the part of the strategic actors on both sides of the managerial/political interface within each authority. They were identified as the chief executive, the chief officers and the leading elected members. These perceptions were then used to develop the management typology noted above. Following the development of the management typology, an extensive survey of the attitudes of both middle managers and street-level operatives towards the change management process was conducted in the eight local authorities. This quantitative research revealed the perceptions of those individuals on whom change has the greatest impact. Following the analysis of the data generated by both the qualitative and quantitative research, the most effective leadership and change management strategies for local government in England are suggested. The conclusion is therefore that the most effective model for change management for local government is a hybrid organisation combining strengths from two of the evolutionary management stages.
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Meaker, Thomas Arthur. "The role of intervention in strategic change." Thesis, City, University of London, 1994. http://openaccess.city.ac.uk/18320/.

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In spite of decades of intensive study of practically all aspects of management, it still seems to be almost impossible to complete large development projects according to originally predicted timescales and cost. Examples are the Concorde supersonic airliner, the Channel Tunnel, the Humber Bridge. This research started with the premise that the future is not predictable, and has concentrated on addressing the life-cycle dynamics of projects involved in the development of complex systems. It has also focused on the human characteristics of organisations with initial convergence to "open systems" concepts and the need to increase orderliness with increasing complexity i.e locally decreasing entropy. The theme that runs through the thesis is that of assessing the current risk, and the likely tendency that such risk will increase or decrease in the future, that the project will be completed according to claims made by the contractor in his Bid to the customer. An analysis of data from four actual projects together with various subjective appraisals by managers who were involved in them, and an assessment of the current state of related knowledge, has resulted in the formulation of a new type of management method. The "new" aspects of the method relate to its ability to take into account the dynamics of the project circumstances as the project products pass through the design, manufacturing, testing, and operating phases. This is done by "taking soundings" deep within the projects working infra-structure. During this development a number of conventional concepts have not been used. For example, the concept that a company exists within an environment that can be represented by hard-lined diagrams has been avoided. The method involves the use of static and dynamic risk indicators, open and closed loop systems, and the utilisation of patterns constructed from real time data to identify whether the project dynamics are in a steady state, turbulent or chaotic condition. The method also contains an "intervention" function as a necessary element to ensure that the project and corporation strategic aspects are adequately considered. The method has been developed in a pragmatic manner such that it can be implemented by a practising manager.
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Kappler, Florian. "A practice-based perspective on strategic change." kostenfrei, 2007. http://www.unisg.ch/www/edis.nsf/wwwDisplayIdentifier/3389.

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Books on the topic "Strategic change"

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A, Carnall C., ed. Strategic change. Oxford, OX, UK: Butterworth-Heinemann, 1997.

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Iskan, Stefan, and Erwin Staudt, eds. Strategic Change. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6.

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Veronica, Hope Hailey, ed. Exploring strategic change. 2nd ed. Harlow: Prentice Hall/Financial Times, 2004.

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Veronica, Hope Hailey, ed. Exploring strategic change. 3rd ed. Harlow, England: FT Prentice Hall Financial Times, 2008.

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Auster, Ellen R., Krista K. Wylie, and Michael S. Valente. Strategic Organizational Change. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230508064.

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Kozhevina, Ol'ga, and Natal'ya Salienko. Strategic change management. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1045608.

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The textbook is developed on the basis of competence-based and interdisciplinary approaches, contains theoretical foundations for the formation, change, development and improvement of organization management systems in a dynamic environment, as well as methodological aspects of the development and practical implementation of strategic changes. The publication examines the features of strategic changes, the technology of change management, reflects the models and principles of organizational changes, defines the prerequisites for the development of scenarios for the development of the organization, factors, conditions and mechanisms for the implementation of the change management strategy in the organization. The publication fully complies with the requirements of the federal state educational standards of higher education of the latest generation. It is intended for students studying in the areas of training 38.03.02 "Management", 38.03.03 "Personnel Management", 38.03.04 "State and municipal management". It will also be useful for students of MBA programs, advanced training courses and professional training of managerial personnel, senior students of economic specialties of universities, graduate students, teachers, practitioners and anyone interested in the problems of effective development of organizations based on the approach of organizational change.
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Auster, Ellen. Strategic Organizational Change. Basingstoke: Palgrave Macmillan, 2005.

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Wallace, Brian. Leadership for strategic change. London: Institute of Personnel and Development, 1996.

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1951-, Coyne John, and Wright Michael 1952-, eds. Divestment and strategic change. Oxford: Philip Allan, 1986.

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1951-, Coyne John, and Wright Mike 1952-, eds. Divestment and strategic change. Oxford, OX: Philip Allan, 1986.

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Book chapters on the topic "Strategic change"

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Bowman, Cliff, and David Asch. "Managing change." In Strategic Management, 212–36. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18702-7_10.

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Iskan, Stefan, and Erwin Staudt. "„Gewinne das Change-Spiel, sonst bist du draußen!“." In Strategic Change, 3–19. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_1.

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Bretzke, Wolf-Rüdiger. "Die Prozessorientierte Organisation: Logistik als Organisationsaufgabe und Organisationseinheit." In Strategic Change, 149–69. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_10.

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Liebscher, Tobias. "Lean Administration: Lösungsansätze zur Gestaltung schlanker Zentralfunktionen." In Strategic Change, 171–77. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_11.

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Müller, Stefanie. "Zentralisieren durch Shared Service Center: Eine kritierienbasierte Untersuchung geeigneter Bereiche." In Strategic Change, 179–207. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_12.

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Krebs, Thomas, and Irene Wagner. "Mit Kopf, Hand und Herz: Prozessoptimierung in technischen und sozialen Systemen." In Strategic Change, 209–44. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_13.

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Apitzsch, Renate. "Benchmarking als Diagnose-Werkzeug: Öffnen der Organisation für die Analyse der eigenen Leistungsfähigkeit." In Strategic Change, 245–49. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_14.

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Iskan, Stefan, and Erwin Staudt. "Zum Abschluss: Antworten auf wiederkehrende Fragen von der unternehmerischen „Change-Front“." In Strategic Change, 253–64. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_15.

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Iskan, Stefan, and Erwin Staudt. "Erfolgreiches Scheitern: Wie Sie den Change in Ihren Unternehmen geradeaus an die Wand fahren." In Strategic Change, 265–68. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_16.

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Klaus, Peter. "„Es gibt nichts Praktischeres als eine gute Theorie!“: Historie der Wissenschaft von Change Management." In Strategic Change, 21–31. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_2.

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Conference papers on the topic "Strategic change"

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Chung, Eui, Ho Jung, Eugene Chang, and In Lee. "Vision Based for Lane Change Decision Aid System." In 2006 International Forum on Strategic Technology. IEEE, 2006. http://dx.doi.org/10.1109/ifost.2006.312232.

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Imamoglu, Salih Zeki. "The Effect Of Social Innovation On Social Change." In ISMC 2019 - 15th International Strategic Management Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.10.02.18.

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Çetin, Münevver. "Organizational Change: An Exploratory Study On Organizational Tightness-Flexibility Dilemmas Of Academicians." In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.16.

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Yetton, Philip W., and Kim D. Johnston. "Strategic change and information technology (abstract)." In the 1993 conference. New York, New York, USA: ACM Press, 1993. http://dx.doi.org/10.1145/158011.158012.

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Shu, William S. "Strategic IT planning as change specification." In the 2nd International Conference. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1509096.1509123.

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Gilders, P. "Techniques to support strategic business change." In IEE Workshop on Soft Approaches to Product Introduction Improvement. IEE, 1997. http://dx.doi.org/10.1049/ic:19971160.

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Zhao, Di, and Ruiwen Zhang. "The Application of the Thought of Strategic Options in Enterprise Strategic Change." In 2008 International Seminar on Business and Information Management (ISBIM). IEEE, 2008. http://dx.doi.org/10.1109/isbim.2008.119.

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Celtekligil, Kudret. "Investigation of the Effects of Organizational Change and Environment on Company Competitiveness." In ISMC 2019 - 15th International Strategic Management Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.10.02.22.

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Larionov, K. B., A. V. Zenkov, S. A. Yankovsky, and A. A. Ditc. "Change of coal-water fuel rheological properties by rotary flows modulation." In 2016 11th International Forum on Strategic Technology (IFOST). IEEE, 2016. http://dx.doi.org/10.1109/ifost.2016.7884323.

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Kim, E. s., K. m. Lim, Y. h. Kim, and K. h. Lee. "A Study on the Microstructure Change with Modification and Cast-forging in Hypereutectic Al-Si Alloys." In 2006 International Forum on Strategic Technology. IEEE, 2006. http://dx.doi.org/10.1109/ifost.2006.312345.

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Reports on the topic "Strategic change"

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Wright, Kenneth L. Transformation and Change Management for Strategic Leaders. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404197.

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Richanbach, Paul H., and Frederick R. Riddell. Strategic Management: Managing Change by Managing Participation. Fort Belvoir, VA: Defense Technical Information Center, May 1993. http://dx.doi.org/10.21236/ada265796.

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Conner, William D. The Strategic Threat of Inevitable Climate Change. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589126.

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Gould, Michael G. Strategic Leadership and Organizational Change: Challenges in Army Transformation. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404498.

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Fox, John G. Sea Change: Strategic Consequences of the Transformation of World Shipping. Fort Belvoir, VA: Defense Technical Information Center, January 2000. http://dx.doi.org/10.21236/ada430979.

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Anderson, James R. The National Guard - Increased OPTEMPO Brings Paradigm Change to Strategic Resource. Fort Belvoir, VA: Defense Technical Information Center, March 2003. http://dx.doi.org/10.21236/ada413511.

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Boggess, Corrina M. Individual Ready Reserve: Its Relevance in an Era of Strategic Change. Fort Belvoir, VA: Defense Technical Information Center, March 2004. http://dx.doi.org/10.21236/ada423397.

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Moore, Scott W., Al Bedgood, and Jerry Miller. Beyond the Precipice - AMID Waves of Change: Strategic Scouts Explore the Future. Fort Belvoir, VA: Defense Technical Information Center, September 2000. http://dx.doi.org/10.21236/ada383301.

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Bruce, Judith. Scaling for change: Strategic investment in the poorest girls in the poorest communities. Population Council, 2011. http://dx.doi.org/10.31899/pgy12.1009.

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Michalak, Julia, Josh Lawler, John Gross, and Caitlin Littlefield. A strategic analysis of climate vulnerability of national park resources and values. National Park Service, September 2021. http://dx.doi.org/10.36967/nrr-2287214.

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The U.S. national parks have experienced significant climate-change impacts and rapid, on-going changes are expected to continue. Despite the significant climate-change vulnerabilities facing parks, relatively few parks have conducted comprehensive climate-change vulnerability assessments, defined as assessments that synthesize vulnerability information from a wide range of sources, identify key climate-change impacts, and prioritize vulnerable park resources (Michalak et al. In review). In recognition that funding and planning capacity is limited, this project was initiated to identify geographies, parks, and issues that are high priorities for conducting climate-change vulnerability assessments (CCVA) and strategies to efficiently address the need for CCVAs across all U.S. National Park Service (NPS) park units (hereafter “parks”) and all resources. To help identify priority geographies and issues, we quantitatively assessed the relative magnitude of vulnerability factors potentially affecting park resources and values. We identified multiple vulnerability factors (e.g., temperature change, wildfire potential, number of at-risk species, etc.) and sought existing datasets that could be developed into indicators of these factors. To be included in the study, datasets had to be spatially explicit or already summarized for individual parks and provide consistent data for at least all parks within the contiguous U.S. (CONUS). The need for consistent data across such a large geographic extent limited the number of datasets that could be included, excluded some important drivers of climate-change vulnerability, and prevented adequate evaluation of some geographies. The lack of adequately-scaled data for many key vulnerability factors, such as freshwater flooding risks and increased storm activity, highlights the need for both data development and more detailed vulnerability assessments at local to regional scales where data for these factors may be available. In addition, most of the available data at this scale were related to climate-change exposures, with relatively little data available for factors associated with climate-change sensitivity or adaptive capacity. In particular, we lacked consistent data on the distribution or abundance of cultural resources or accessible data on infrastructure across all parks. We identified resource types, geographies, and critical vulnerability factors that lacked data for NPS’ consideration in addressing data gaps. Forty-seven indicators met our criteria, and these were combined into 21 climate-change vulnerability factors. Twenty-seven indicators representing 12 vulnerability factors addressed climate-change exposure (i.e., projected changes in climate conditions and impacts). A smaller number of indictors measured sensitivity (12 indicators representing 5 vulnerability factors). The sensitivity indicators often measured park or landscape characteristics which may make resources more or less responsive to climate changes (e.g., current air quality) as opposed to directly representing the sensitivity of specific resources within the park (e.g., a particular rare species or type of historical structure). Finally, 6 indicators representing 4 vulnerability factors measured external adaptive capacity for living resources (i.e., characteristics of the park and/or surrounding landscape which may facilitate or impede species adaptation to climate changes). We identified indicators relevant to three resource groups: terrestrial living, aquatic living (including living cultural resources such as culturally significant landscapes, plant, or animal species) and non-living resources (including infrastructure and non-living cultural resources such as historic buildings or archeological sites). We created separate indicator lists for each of these resource groups and analyzed them separately. To identify priority geographies within CONUS,...
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