Book contents
- Frontmatter
- Contents
- List of exhibits
- Preface
- Acknowledgments
- Part I An integrative framework for leading strategic and organizational change
- Part II Leading strategic change in actual organizations
- Part III Leading strategic change: lessons learned from practice
- Appendix: References for further reading on leading change
- Index
Part III - Leading strategic change: lessons learned from practice
Published online by Cambridge University Press: 22 September 2009
- Frontmatter
- Contents
- List of exhibits
- Preface
- Acknowledgments
- Part I An integrative framework for leading strategic and organizational change
- Part II Leading strategic change in actual organizations
- Part III Leading strategic change: lessons learned from practice
- Appendix: References for further reading on leading change
- Index
Summary
In Part II of this book we presented a series of case studies of organizations that have been engaged in a variety of aspects of strategic and/or organizational change. In Part III we step back from the specific cases examined, and draw lessons from the experiences of the various companies (cases) presented in Part II about leading and managing strategic and organizational change.
Our approach will be to use the case studies as “data” to derive insights and lessons about the leadership and management of strategic and organizational change. We conclude this section with suggestions for “taking the integrative model forward.”
- Type
- Chapter
- Information
- Leading Strategic ChangeBridging Theory and Practice, pp. 227 - 228Publisher: Cambridge University PressPrint publication year: 2008