Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1951 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

Organizational Culture and Identity discusses the literature concerned with culture in organizations and explains why the term has been invoked with such enthusiasm. Martin Parker presents further ways of thinking about organizations and culture which suggest that organizational cultures should be seen as `fragmented unities′ in which members identify themselves as collective at some times and divided at others.

This bestselling text brings a fresh and unique approach to managing organizational change, taking the view that change, creativity and innovation are interconnected.

Whether you are running a start-up or multinational organization, there is always scope to optimize your processes and reinvigorate your teams. In Tech-Led Culture, Duena Blomstrom highlights how you can discover the new innovations and technologies that can lead to meaningful and lasting change in your business. This book provides you with the insights, knowledge and confidence you need to improve your performance and ensure that your business thrives and grows in the increasingly innovative and competitive landscape. Employees and teams are more disengaged and fragmented than ever; get ahead of the competition and attract new talent by becoming the exception. Tech-Led Culture is an essential companion for any leader or changemaker looking to implement and sustain change initiatives within their business which will lead to more productivity, greater innovation and better performance.

Classifies, presents, and discusses the contributions and the limits of the theories of organizational change using an historical perspective as its organizing scheme. This book focuses on process theories of organizational change. It discusses different theoretical perspectives and resulting implications.

Entrepreneurship is often considered only in the context of new venture creation, small business issues, and the profiles and personalities of individual entrepreneurs. The emphasis in Creating and Re-Creating Corporate Entrepreneurial Culture is very much on the 'corporate', it focuses on the creation and maintenance of an entrepreneurial management culture that accelerates growth and enhances effectiveness and competitiveness in large organizations. Alzira Salama explains what constitutes entrepreneurial behaviour, how it is facilitated by organizational culture and why entrepreneurial corporate culture is fundamental to business success. She takes you through ways of identifying prevailing cultures and explains how cultures are reinforced or changed. Drawing on exemplary case studies from around the world, she tells the stories both of successful and unsuccessful interventions made in response to the need to move on from bureaucratic or authoritarian cultures. These include specific instances where the context has been privatization, merger and acquisition, transition in the wider economy, or a combination of any of these circumstances. This enlightening book will help managers and consultants, business educators, higher level students and those on executive programmes to understand the nature of an organization's culture, why it is as it is, whether it needs to change, and how it might be changed. Alzira Salama offers real world examples of how to create or re-create an entrepreneurial culture together with tools that will enable corporations to achieve it.

This work has been selected by scholars as being culturally important and is part of the knowledge base of civilization as we know it. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. To ensure a quality reading experience, this work has been proofread and republished using a format that seamlessly blends the original graphical elements with text in an easy-to-read typeface. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

Using the construction industry as the subject of his research, Vaughan Coffey investigates the culture/performance link using a new measure of company performance and an evaluation of organizational culture which is largely behaviourally-based.