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Leading Contemporary Organizations
  • Publisher: Cambridge University Press
  • Expected online publication date: April 2020
  • Print publication year: 2020
  • Online ISBN: 9781316677032
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Book description

Why do organizations fail? What hinders otherwise responsible leaders from recognizing looming disasters? What prevents well-intentioned people from responding properly to an emerging crisis? Using systems psychodynamics to analyze an array of international crises, Amy L. Fraher explores ethical challenges at Silicon Valley tech companies, the Wall Street implosions that led to the 2008 financial industry crash, and a wide range of social crises, policy failures, and natural disasters, offering a crisis management philosophy applicable in diverse settings. Rather than viewing crises as anomalies that cannot be anticipated, Fraher persuasively argues that crises can, and should, be embraced as naturally occurring by-products of any organization's change management processes. If leaders do not proactively manage organizational change, they will inevitably manage crisis instead. This accessible textbook will appeal to business students and researchers studying leadership, change and crisis, as well as progressive-minded business leaders keen to improve their own organizations.


‘This is a ‘must read' book for anyone interested in how crises arise, how they need to be understood, and how they can be managed. Taking a multidisciplinary approach and a psychodynamic perspective, Fraher combines scholarly rigour with practical relevance to provide critical insights into processes of organizing, organizational change, and leadership relevant to scholars, practitioner and students alike.'

Andrew Brown - University of Bath

‘Fraher's book challenges us all to think differently about crisis as a manifestation of change and therefore an everyday concern for both business scholars and practitioner leaders alike.'

Layla Branicki - Macquarie Business School

‘A wide ranging and up to date critique of traditional approaches to crisis, and a constructive alternative to the latter. It should be on the reading list of all interested in, or faced with, leading in crises.'

Keith Grint - University of Warwick


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