Leading Strategic Change

Abstract

Why do some companies continue to be successful while others experience difficulties and even failure? In Leading Strategic Change, Eric Flamholtz and Yvonne Randle demonstrate that the key to long-term organizational success is the ability to adapt to and manage different types of change. Drawing on over 30 years' consultancy experience within major firms, they combine theoretical and practical models of organizational change, together with a new theory of leadership, to build a framework for understanding, planning, and leading change. The scope and value of this framework is then shown in relation to nine real-world case studies, ranging from relatively small companies (IndyMac Bank, Infogix) to large multinationals (Starbucks, Westfield). The focus throughout is to provide practical guidance to those concerned with managing and leading change in organizations. This book is an excellent guide to the many lessons to be learned about successful organizational change.

English language teaching reforms in Vietnam: EFL teachers’ perceptions of their responses and the influential factors

“…Another factor was the limited time for implementing. In this study, the teachers thought that they did not have enough time to deeply understand the value of ELT pedagogical reforms and adopted them effectively (Prestine and McGreal 1997;Flamholtz and Randle 2008). Additionally, the finding, the teachers with master degrees supported ELT pedagogical reforms more than those with bachelor degrees, also proved that the teachers' educational qualifications affected their responses to ELT pedagogical reforms (Islam, Ali, and Wafi 2010).…”

“…The lack of time to reflect, to deeply analyze, and to train the reforms hinders the teacher's positive responses to change. Further, lack of time to incorporate the reforms into teaching philosophy may lead to change resistance (Flamholtz and Randle 2008).…”

Market orientation and capacity for change in higher education performance in Indonesia

“…As many organisational change initiatives fail, approximately 70% (Nohria and Beer, 2000), understanding OCC based on the second perspective is essential. Furthermore, this paper defines OCC as the organisational ability to understand the process of change (learning), implement this process and eventually influence organisational contexts (Klarner et al , 2008; Soparnot, 2011) that facilitate the move to a favourable future state (Flamholtz and Randle, 2008).…”

Teaching to learn in the workplace

“…As such, the influences of ethnocentric, geocentric, or polycentric management on the UAE SME are often the nexus for the strategic values and behaviors of its top managers (Gioia and Chittipeddi, 1991). In the context of organizational development for the UAE SME, it is important that the owner/manager is able to have the confidence in him/her self and the SME workforce in the critical tasks of organizational development, to support the structural move from an entrepreneurship to a learning organisation (Flamholtz and Randle, 2008). Hung et al (2011) show total quality management (TQM) as a useful tool for fostering learning and increasing a company's competitive advantage (citing Hendricks and Singhal, 2001;Martinez-Costa and Jimenez-Jimenez, 2008;Martinez-Lorente et al, 2000;Terziovski and Samson, 2000;Walley, 2000).…”

“…As such, the influences of ethnocentric, geocentric, or polycentric management on the UAE SME are often the nexus for the strategic values and behaviors of its top managers (Gioia and Chittipeddi, 1991). In the context of organizational development for the UAE SME, it is important that the owner/manager is able to have the confidence in him/her self and the SME workforce in the critical tasks of organizational development, to support the structural move from an entrepreneurship to a learning organisation (Flamholtz and Randle, 2008).…”