Executive and Organizational Continuity

Leading thinkers from a range of disciplinessuch as organizational behavior, management, psychology, and anthropologyexplore the importance of continuity to organizational health and offer insights into how organizations can change while preserving the traditions that make them what they are. Case studies and research reveal the organizational structures, systems, and attitudes that foster a sense of continuity.

Suresh Srivastva and Ronald E. Fry are the authors of Executive and Organizational Continuity: Managing the Paradoxes of Stability and Change, published by Wiley.

Preface
The Authors
Introduction: Continuity and Change in Organizational Life
Searching for Continuity
The Construction of Continuity
Metaphors for Chaos, Stories of Continuity: Building a New Organizational Theory
Crisis and Continuity: Reviewing the Past to Preview the Future
Valuing Continuity
Attending to Continuity and Organizational Goals
Providing Continuity in Change: The Role of Tradition in Long-Term Adaptation
Valuing Tradition While Changing: The Japanese Experience
Developing Continuity
Developing Leadership for Continuity and Change: Matters of Ends and Means
Integrating the Extremes: Crucial Skills for Managerial Effectiveness
Balancing Continuity and Change: The Constructive Tension in Individual and Organizational Development
Rewarding Continuity and Innovation: Strategies for Effective Pay Systems
Conclusion: The Leadership Agenda: Affirming Continuity to Manage Change
References
Name Index
Subject Index
Table of Contents provided by Publisher. All Rights Reserved.

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Executive and Organizational Continuity Managing the Paradoxes of Stability and Change

Summary

Author Biography

Table of Contents

Supplemental Materials