Executive and Organizational Continuity

Leading thinkers from a range of disciplines such as organizational behavior, management, psychology, and anthropology explore 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. Preface.

The Authors.

Introduction: Continuity and Change in Organizational Life.

Part. 1 Searching for Continuity.

1 The Construction of Continuity.

2 Metaphors for Chaos, Stories of Continuity: Building a New Organizational Theory.

3 Crisis and Continuity: Reviewing the Past to Preview the Future.

Part. 2 Valuing Continuity.

4 Attending to Continuity and Organizational Goals.

5 Providing Continuity in Change: The Role of Tradition in Long-Term Adaptation.

6 Valuing Tradition While Changing: The Japanese Experience.

Part. 3 Developing Continuity.

7 Developing Leadership for Continuity and Change: Matters of Ends and Means.

8 Integrating the Extremes: Crucial Skills for Managerial Effectiveness.

9 Balancing Continuity and Change: The Constructive Tension in Individual and Organizational Development.

10 Rewarding Continuity and Innovation: Strategies for Effective Pay Systems.

Conclusion: The Leadership Agenda: Affirming Continuity to Manage Change.

References.

Name Index.

Subject Index.

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