Organizational change creating change through strategic communication /

Main Author: Lewis, Laurie K.
Corporate Author: Wiley Online Library.
Format: Online Book
Language: English
Published: Chichester, West Sussex, U.K. ; Malden, Mass. : Wiley-Blackwell, 2011.
Series: Foundations of communication theory ; 2.
Online Access: Online version
Tags: Add Tag
- (1), change (1), Management (1), Organizational (1)
Review by Choice Review

The "stakeholder communication model of change" developed here posits that change proceeds through "activity tracks" of managing meaning ("What is going on?"); managing networks (monitoring participation in shaping relationships among stakeholders); and managing practice (actual activities to bring about change). Claiming that previous approaches to implementing change focus too heavily on implementation, Lewis posits that change cannot work until stakeholders recognize the factors that can facilitate change, agree that change is necessary, and convince decision makers to commit the necessary resources. The model, therefore, uses stakeholder analysis to determine appropriate communication strategies for achieving change. Examples range from classic (Upton Sinclair's 1906 expose of the meat-packing industry in The Jungle, which mobilized public sentiment and led to government regulation of food processing) to recent (Lego involving adult fans to help generate new ideas with customer appeal). Although too theoretical for practitioners and many students, the book achieves its goal of synthesizing theory and research for graduate students and perhaps advanced undergraduates, who will appreciate the glossary of relevant terms and extensive references and bibliographies. Appropriate for college libraries, but research collections may be better served by allocating resources to current and classic original works in strategy and stakeholder and communication theories. Summing Up: Recommended. Academic collections, upper-division undergraduate and up. M. S. Myers Carnegie Mellon University

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