Shaping Strategic Change: Making Change in Large Organizations - Case of the National Health Service Book

"This is a scholarly work, extensively documented form cases derived from the NHS. The authors display vast knowledge of organizaitons and their natural resistance to change and the study is done in great detail . . . An extensive bibliography provides an exhaustive list of leading book and articles. . . This book is very relevant to the present Indian situation . . .This book will provide valuable reading for mangers and policymakers in private and public sector organizations and also for those who are studying strategic change in organizations." -Management and Labour Studies "The authors provide a balanced overview of a range of different literatures dealing with (elements of) strategic change processes. . . . Shaping Strategic Change covers a broad range of important issues that arise when managers try to affect change. . . . The study by Pettigrew and coauthors contributes to our understanding of how top-driven changes can be successfully implemented in large organizations. It does not provide simple recipes, but recognizes the complexity, indeterminism, and simultaneity of strategic change process. In this respect, the model of receptive and non-receptive contexts offers many interesting and provocative ideas to scholars in this area." --Organization Studies "The review of the literature is thorough; the case material is fascinating; the issue that the authors come to grips with--effecting change in the National Health Service--is important. . . . The book is worth reading. Researchers and students will find it useful." --Times Higher Education Supplement "The book is rich in empirical observation and in its range of conceptual references. It presents a worthwhile contribution to understanding strategic change." --Journal of Contingencies and Crisis Management "A thorough exercise that merits close study." --Long Range Planning In this major new book, Pettigrew, Ferlie, and McKee present their latest work on the processes and management of strategic change. In particular, they develop their model of receptive and non-receptive contexts for change. Both a powerful analytic device and a broad agenda for management, the model addresses the role and impact of such factors as environmental pressures for change, the quality and clarity of change goals and strategies, organizational cultures and inter-organizational relations supportive of change, availability of key people to lead change, and capability in managing change processes--turning "problems and panics" into sustainable action. Underpinning the model is an extraordinarily rich and multilayered analysis which draws and builds on the authors' research in the British National Health Service during a period of dramatic restructuring. Pettigrew and his colleagues use the case material to look at different kinds of strategic change, successful and less successful change processes, and the interconnection of factors to shape effective change. Shaping Strategic Change is indispensable reading for managers in private or public sector organizations and for anyone studying strategic management, organizational change, and public management.Read More