Managing Change: Enquiry and Action, Australasian edition offers a fresh perspective of change theory with contemporary examples providing students with the tools they need to navigate the complexities of change within organisations. The book features notions of innovation, disruption and agile learning that are necessary in an intensified business world. Using an enquiry-action framework, the text is separated into three parts: diagnosing, explaining and enacting to combine theory with the practical tools needed to understand and manage change. Cases reinforce student understanding and focus on actions and outcomes while a selection of fifteen extended cases bring different concepts together. Written by leading professionals, Managing Change: Enquiry and Action, Australasian Edition is an essential resource for students looking to develop a strong skills base that can be employed in practice.
- Managing Change is not wedded to a single model to explain different approaches to change and therefore provides a balanced treatment of alternatives, giving students a deeper understanding of the principles of change
- Has discrete chapters on innovation, understanding the change context and choosing/adopting an approach to change
- Twenty-one mini-cases and fifteen extended cases along with a website which includes guided responses to end of chapter and extended cases questions from the book and extra material
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Product details
- format: Paperback
- isbn: 9781316639252
- length: 416 pages
- dimensions: 247 x 174 x 15 mm
- weight: 0.72kg
- availability: Available in limited markets only
Table of Contents
Part I. Foundations:
1. Practising change management
2. Current approach: concepts and framework
3. Innovation
Part II. Diagnosing:
4. Understanding the change context: internal and external factors
5. Clarity and ambiguity
6. Engagement and vitality
7. Stakeholder positioning and dynamics
8. Culture, habits and unlearning
Part III. Enacting Change:
9. Choosing/adopting an approach to change
10. Changing structure
11. Identity and change
12. Choosing customers and competitors
13. Changing processes
14. Aligning people and activities
15. Learning and developing
16. Conversations and stories
Part IV. Explaining:
17. Developing and interpreting evidence
18. The enquiry-action framework in practice
Part V. Extended Cases.

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Authors
Nic Beech, University of Dundee
Nic Beech is the Vice Principal, Academic Planning and Performance at the University of Dundee and Chair of the British Academy of Management.
Robert MacIntosh, Heriot-Watt University, Edinburgh
Robert MacIntosh is Head of the School of Management and Languages at Heriot-Watt University.
Adaptation by
Paul Krust, Excelsia College
Paul Krust works as Director of Quality at Excelsia College (formerly Wesley Institute).
Selvi Kannan, Victoria University
Selvi Kannan is a Lecturer within the College of Business at Victoria University.
Ann Dadich, University of Western Sydney
Ann Dadich is a Senior Lecturer in the School of Business at Western Sydney University.