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Managing Change, Creativity and Innovation

Fourth Edition
by Patrick Dawson and Constantine Andriopoulos

Student Resources

  • Journal Articles
    • Chapter 1: Introduction
    • Chapter 2: The process of change, creativity and innovation
    • Chapter 3: A brief history of management thought in the development of concepts, theories and business practice
    • Chapter 4: Classifying theories of organizational change
    • Chapter 5: Change management practice: Choices, lessons learned and key considerations
    • Chapter 6: Human dimensions: Readiness, communication, sensemaking and culture
    • Chapter 7: People and change: Power, politics, resistance, time and temporality
    • Chapter 8: Conventional frameworks: Planning, diagnostics and sequence
    • Chapter 9: Interpretative frameworks, dialogical OD, the learning organization and appreciative inquiry
    • Chapter 10: The processual turn: Politics, context and time
    • Chapter 11: Creative industries, innovative cities and changing worlds
    • Chapter 12: The individual: Promoting critical thinking
    • Chapter 13: The group: Nurturing teamwork
    • Chapter 14: The contextual environment: Structure, systems, resources and culture
    • Chapter 15: The leader: Promoting new ideas at work
    • Chapter 16: Conclusion
  • Video Links
    • Chapter 1: Introduction
    • Chapter 2: The process of change, creativity and innovation
    • Chapter 3: A brief history of management thought in the development of concepts, theories and business practice
    • Chapter 4: Classifying theories of organizational change
    • Chapter 5: Change management practice: Choices, lessons learned and key considerations
    • Chapter 6: Human dimensions: Readiness, communication, sensemaking and culture
    • Chapter 7: People and change: Power, politics, resistance, time and temporality
    • Chapter 8: Conventional frameworks: Planning, diagnostics and sequence
    • Chapter 9: Interpretative frameworks, dialogical OD, the learning organization and appreciative inquiry
    • Chapter 10: The processual turn: Politics, context and time
    • Chapter 11: Creative industries, innovative cities and changing worlds
    • Chapter 12: The individual: Promoting critical thinking
    • Chapter 13: The group: Nurturing teamwork
    • Chapter 14: The contextual environment: Structure, systems, resources and culture
    • Chapter 15: The leader: Promoting new ideas at work
    • Chapter 16: Conclusion

Chapter 3: A brief history of management thought in the development of concepts, theories and business practice

Journal article 3.1: Chesters, J. and Cuervo, H. (2019) ‘Adjusting to new employment landscapes: Consequences of precarious employment for young Australians’, The Economic and Labour Relations Review, 30(2), 222-240. doi: 10.1177/1035304619832740

Journal article 3.2: Krenn, M. (2011) ‘Fromscientific management to homemaking: Lillian M. Gilbreth’s contributions to the development of management thought’, Management & Organizational History, 6(2), 145-161. doi: 10.1177/1744935910397035

Journal article 3.3: Muntaner, C. (2018) ‘Digital platforms, Gig economy, precarious employment, and the Invisible hand of social class’, International Journal of Health Services, 48(4), 597-600. doi: 10.1177/0020731418801413

Journal article 3.4: O’Brien, J. E. (2020) ‘Thomas Piketty’s Historical-Institutional Study of wealth and income inequality’, Critical Sociology, 46(7-8), 1311-1325. doi: 10.1177/0896920520937384

Journal article 3.5: Ward, K. and Himes, K. R. (2014) ‘“Growing apart”: The rise of inequality’, Theological Studies, 75(1): 118-132.

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