Sustaining Change In Organizations.
The landscape of change is vast, undulating and complex. Julie and Roger have managed to map this landscape very effectively. Their book is well structured combining the rigour of research with great examples from practice. This is an excellent text to use in supporting the teaching of change at either
- Reviews (0)
The landscape of change is vast, undulating and complex. Julie and Roger have managed to map this landscape very effectively. Their book is well structured combining the rigour of research with great examples from practice. This is an excellent text to use in supporting the teaching of change at either undergraduate or post graduate level. I will certainly be using it. (Malcolm Higgs)This is a timely text. A well-structured, comprehensive and innovative book that is both practically engaging and academically grounded. This is a must for any module or programme looking at change in organisations. (Gareth Edwards)Julie Hodges and Roger Gill have presented a comprehensive summary of the landscape of organizational change. ‘Sustaining Change in Organizations’ capably brings together a range of perspective and concepts of change, using these as a foundation for bringing the subject right up to date with contemporary ideas and examples. While the book will win fans from business academia (it is very well referenced and signposts to further reading in each chapter), its accessible style with plenty of bite-sized cases, together with regular summaries, will no doubt see it gracing the desks of those of us tasked with delivering change for a living. (Dr Simon Haslam)
About the Author
Julie Hodges (PhD, MA, BA) is an academic and consultant. She is currently Director of Global MBA Programmes at Durham University Business School. Prior to joining academia, Julie worked for 20 years in a variety of management and leadership roles in companies across the globe, including the British Council, Vertex, and PricewaterhouseCoopers. Julie has worked extensively in the academic and business world in the field of organizational change and development. Julie is also a Senior fellow of the FME.Roger Gill is Visiting Professor of Leadership Studies at Durham University Business School (DUBS), Durham University in the UK, and an independent consultant on leadership and leadership development. He supervises research both in DUBS and in Durham’s Department of Theology & Religion. He is a Chartered Psychologist, a graduate of the universities of Oxford, Liverpool, and Bradford and a Fellow of the Leadership Trust Foundation.