TY  - GEN
AU  - Lewis, Laurie K.
TI  - Organizational change : : creating change through strategic communication 
SN  - 9781119431244
PY  - 2019///
CY  - Hoboken, NJ
PB  - Wiley-Blackwell
KW  - Organizational change
KW  - Communication in organizations
N1  - Includes glossary and index; Introduction -- State of the Art -- Weaknesses in Current Approaches to Change Implementation -- A Stakeholder Theory Perspective -- A Communication Perspective -- Cases of Organizational Change -- Ingredients Incorporated -- Spellings Commission on Higher Education -- Conclusion -- 1. Defining Organizational Change -- The Role of Communication in Triggering Change -- Failure in Change -- What Is Organizational Change? -- Implementation -- Types of Organizational Change -- Complexity of Change Within Organizations -- Conclusion -- 2. Processes of Communication During Change -- Formal Communication -- Informal Communication -- Importance of Communication -- Communication Processes -- Socialization -- Conclusion -- 3. A Stakeholder Communication Model of Change -- Stakeholder Theory -- Complicating Stakeholder Relationships -- Multiple Stakeholder Identities -- Stakeholder Interactions -- Roles Stakeholders Play in Change -- Stakeholder Model of Implementation of Change  -- Conclusion -- 4. Outcomes of Change Processes -- The Importance of Goals -- Assessing Change Outcomes -- Assessing Change Outcomes -- Assessing Results of Change -- Causes for Implementation Failures and Successes -- Conclusion -- 5. Communication Approaches and Strategies -- Uniformity, Fidelity, and Models of Implementation -- Communication Strategy Dimensions -- Channels for Communicating -- Conclusion -- 6. Power and Resistance -- Power During Organizational Change -- Resistance During Change -- Forms of Resistance -- Dispositional Resistance -- Value of Resistance -- Conclusion -- 7. Antecedents to Strategies, Assessments, and Interactions -- Institutional Factors -- Implementers' Perceptions of Change Context -- Conclusion -- 8. Stakeholder Interactions: Storying and Framing -- Creating Stories That Make Sense -- Framing -- Stories and Frames Create, Maintain, and Resolve Concerns -- Creating and Resolving Alliances, Rivalries, and Schisms -- Which Stories and Frames Matter? -- Conclusion -- 9. Applying the Model in Practice -- Activity Tracks -- Tools for Managing Activity Tracks -- Developing Strategic Messages and Strategic Communication Plan -- Analysis of Input -- Influencing Implementation Climate -- Myths about Implementation Planned Change -- Conclusion
ER  -