First published in 1992. Organisational change and innovation has been at the centre of much management literature, which has been informed by debates in organizational behaviour and strategic management. The psychology of how people in organizations adapt to and manage change is key to our understanding of the processes by which such changes can occur successfully.

Organizational Change and Innovation brings together the recent research findings of leading European work and organization psychologists, who take stock of existing theories about organizational change in the light of new case material. Their findings, from a range of cultural and national contexts, challenge some previously accepted models and set a new agenda for future research. In particular, the volume provides new perspectives on the person organization relationship; the political qualities of organizational change; the input-output model of organizations as entities; and finally on research methodology.

chapter 1|16 pages

Organizing change and innovation

Challenges for European work and organizational psychology

part I|100 pages

Strategic change

chapter |4 pages


chapter 4|28 pages

Strategic decision making in organizations

A research model and some initial findings

chapter 5|18 pages

Towards a model of strike organization

Meanings and their management

part II|60 pages

Innovation and change

chapter |4 pages


chapter 6|26 pages

Innovation projects in organizations

Complementing the dominant logic by organizational learning

chapter 7|12 pages

Work group innovation

A state-of-the-art review

part III|80 pages

Technical change and work organization

part IV|48 pages

Change methods and methodologies

chapter |3 pages


chapter 13|14 pages

Methodologies of organizational change

The need for an integrated approach

chapter 14|12 pages

Planned and unplanned organizational change

Consequences and implications

chapter 15|17 pages

Responding to a changing environment

An action research case study