Preface and Acknowledgments

Introduction Resolving the Tension between Theories E and O of Change

Michael Beer

Nitin Nohria

SECTION I Purpose of Change

Economic Value or Organizational Capability?

Value Maximization and the Corporate Objective Function

Michael C. Jensen

The Puzzles and Paradoxes of How Living Companies Create Wealth: Why Single-Valued Objective Functions Are Not Quite Enough

Peter M. Senge

The Purpose of Change, A Commentary on Jensen and Senge

Joseph L. Bower

SECTION II Leadership of Change

Directed from the Top or High-Involvement and Participative?

Effective Change Begins at the Top

Jay A. Conger

Leadership of Change

Warren Bennis

Embracing Paradox: Top-Down versus Participative Management of Organizational Change, A Commentary on Conger and Bennis

Dexter Dunphy

SECTION III Focus of Change

Formal Structure and Systems or Culture?

The Role of formal Structures and Processes

Jay R. Galbraith

Changing Structure Is Not Enough: The Moral Meaning of Organization Design

Larry Hirschhorn

Initiating Change: The Anatomy of Structure as a Starting Point, A Commentary on Galbraith and Hirschhorn

Allan R. Cohen

SECTION IV Planning of Change

Planned or Emergent?

Rebuilding Behavioral Context: A Blueprint for Corporate Renewal

Sumantra Ghoshal

Christopher A. Bartlett

Emergent Change as a Universal in Organizations

karl E. Weick

Linking Change Processes to Outcomes, A Commentary on ghoshal, Bartlett, and Weick

Andrew M. Pettigrew

SECTION V Motivation for Change

Do Financial Incentives Lead, or Do They Lag and Support?

Compensation, Incentives, and Organizational Change: Ideas and Evidence from Theory and Practice

Karen Hopper Wruck

Compensation: A Troublesome Lead System in Organizational Change

Gerald E. Ledford Jr.

Robert L. Heneman

Pay System Change: Lag, Lead, or Both? A Commentary on Wruck, Ledford, and Heneman

Edward E. Lawler III

SECTION VI Consultants' Role in Change

Large and Knowledge-Driven or Small and Process-Driven?

Human Performance That Increase Business Performance: The Growth of Change Management and Its Role in Creating New Forms of Business Value

Terry Neill

Craig Mindrum

Rapid-Cycle Successes Versus the Titanics: Ensuring That consulting Produces Benefits

Robert H. Schaffer

Accelerated Organizational Transformation: Balancing Scope and Involvement, A Commentary on Neill, Mindrum, and Schaffer

Robert H. Miles

SECTION VII Research on Change

Normal Science or Action Science?

Professional Science for a Professional School: Action Science and Normal Science

Andrew H. Van de Ven

The Relevance of Actionable Knowledge for Breaking the Code

Chris Argyris

Research That Will Break the Code of Change: The Role of Useful Normal Science and Usable Action Science, A Commentary on Van de Ven and Argyris

Michael Beer

Ending and Beginning

Breaking the Code of Change: Observations and Critique

Roger Martin

Epilogue

Michael Beer

Nitin Nohria

Index

About the contributors