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Organization Change: Theory and Practice 5ed (ISE)

by W Warner Burke Sage Publications Ltd
Pub Date:
Pbk 472 pages
AU$151.00 NZ$158.26
Product Status: In Stock Now
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& Academics:
Organization Change: Theory and Practice provides a range of theories, models and perspectives, helping leaders, managers and employees to understand both how to implement planned change, and how to handle unexpected change.


The fifth edition contains the latest research in the field of organisational change, seven new case studies on effective and ineffective change, and an examination of the evolutionary and revolutionary nature of change. Organization change in not-for-profit organizations is also addressed with a brand new chapter on healthcare and government organizations.


The book is complimented by a companion website featuring a range of tools and resources for instructors, including a Microsoft Word® test bank, chapter-specific PowerPoint slides, Sample course syllabi, video and multimedia resources and access to full-text SAGE journal articles.


    Microsoft Word® test bank

    Chapter-specific PowerPoint slides

    Sample course syllabi

    Video and multimedia resources

    Access to full-text SAGE journal articles


Suitable reading for undergraduate and postgraduate students.

Chapter 1: Sources for Understanding Organization Change

Introduction and Overview   

A Short Story of Launching Organization Change   


Chapter 2: Rethinking Organization Change

The Paradox of Planned Organization Change   

Making the Case for Organization Change   

Personal Declarations and Points of View   

A Closing Request   


Chapter 3. A Brief History of Organization Change

Scientific Management   

The Hawthorne Studies   

Industrial Psychology   

Survey Feedback   

Sensitivity Training   

Sociotechnical Systems   

Organization Development   

The Managerial Grid and Organization Development   

Coercion and Confrontation   

Management Consulting   


Chapter 4: Theoretical Foundations of Organizations and Organization Change

Open-System Theory   

Characteristics of Open Systems   

Organization Change Is Systemic   

Toward a Deeper Understanding of Organization Change   

Capra’s Three Criteria for Understanding Life   

Implications for Organizations and Organization Change   


Chapter 5: The Nature of Organization Change

Revolutionary Change   

Evolutionary Change   

Revolutionary Change: Case Example   

Evolutionary Change: Case Example   


Chapter 6: Levels of Organization Change: Individual, Group, and Larger System

Change in Organizations at the Individual Level   

Individual Responses to Organization Change   

Change in Organizations at the Group Level   

Group Responses to Organization Change   

Change in Organizations at the Larger-System Level   

System Responses to Organization Change   


Chapter 7: Organization Change: Research and Theory

Reviews of Organization Change Research   

Recent Approaches to Research and Theory   

Organization Models   

Organization Change Theory   

Current Thinking on Organization Change and Research   


Chapter 8: Conceptual Models for Understanding Organization Change

Content: What to Change   

Process: How to Change—A Theoretical Framework   

Process: How to Change—Practice Frameworks   

Mini-Theories Related to Organization Change   

The Content and Process of Strategic Change in Organizations   

Strategies for Effecting Change in Human Systems   


Chapter 9: Integrated Models for Understanding Organizations and for Leading and Managing Change

What Is an Organizational Model?   

Why Use an Organizational Model?   

Organizational Models and Organization Change   

A Comparison of the Three Models   


Chapter 10: The Burke–Litwin Causal Model of Organization Performance and Change


The Model   

Support for the Model’s Validity   


Chapter 11: Organizational Culture Change

Experiencing Organizational Culture   

The British Airways Story: A Case of Culture Change   

You Don’t Change Culture by Trying to Change the Culture   

A Theoretical Summary of the British Airways Story   


Chapter 12: Understanding and Working With Loosely Coupled Systems

The Case of Change at the A. K. Rice Institute   

Organizational Structure and Loosely Coupled Systems   

Loosely Coupled Systems   


Chapter 13: Those Other Organizations


Chapter 14: Transformational Leadership

Does Leadership Matter?   

On Defining Leadership   

Toward Further Definition   

Characteristics of Executive Leadership   

Howard Gardner’s Leading Minds   

Howard Gardner’s Changing Minds   


Chapter 15: Leading Organization Change

Phases of Organization Change and the Leader’s Role   

The Prelaunch Phase   

The Launch Phase   

Postlaunch: Further Implementation   

Sustaining the Change   


Chapter 16: Organization Change: Summary and Integration

Applying The Tipping Point Principles to Planned Organization Change   

Changing the Organization   

Successful Processes of Organization Change   

Positive Organization Change   

The Look of Change   


Chapter 17: Organization Change: What We Need to Know

The Process of Organization Change   

Organization Change Leadership   

Organizational Structure   

Formal and Informal Rewards   

Training and Development   

Teams and Teamwork in Organizations   

Organizational Size   

Organizational Performance   

Learning Priorities Moving Forward   


   Originally educated as a social-organizational psychologist (Ph.D., University of TexaAustin), Dr. Burke is currently engaged in teaching, research, and consulting.   He teaches leadership, organizational dynamics and theory, and organization change and consultation.   His research focuses on multirater feedback, leadership, learning agility, and organization change.


     Dr. Burke's consulting experience has been with a variety of organizations in business-industry, education, government, religious, medical systems, and professional services firms, including British Airways, SmithKline Beecham, National Westminster Bancorp, British Broadcasting Corporation, Business Consultants, Inc. of Japan (since 1972); Pricewaterhouse Coopers Consulting, the National Aeronautics and Space Administration, Dime Savings Bank, and Miller and Chevalier law firm. He formerly served as senior advisor to the strategy and organization change practice of IBM Global Business Services.


     Prior to his move to Teachers College, Dr. Burke was professor of management and chair of the Department of Management at Clark University.  Prior to the Clark assignment, Dr. Burke was an independent consultant from 1974 to 1976.  For eight years he was a full-time professional with the NTL Institute for Applied Behavioral Science, where he was director for Executive Programs and director of the Center for Systems Development (1966-1974).  For eight years beginning in 1967 he also served as the executive director of the Organization Development Network


     Dr. Burke is a Fellow of the Academy of Management, the Association for Psychological Science, and the Society for Industrial and Organizational Psychology. He has served on the Board of Governors of the Academy of Management and the American Society for Training and Development, and he is a Diplomate in organizational and business consulting psychology, American Board of Professional Psychology. From 1979 to 1985 he was editor of Organizational Dynamics, and from 1986 to 1989 he started and served as editor of the Academy of Management Executive. Dr. Burke is the author of more than 150 articles and book chapters on organization development, training, change and organizational psychology, and conference planning; and author, co-author, editor, and co-editor of 19 books.  His latest book published by Sage is Organization Change: Theory and Practice, 4th Ed.  He designed and served as faculty director of the Columbia Business School executive program "Leading and Managing People" from 1988 to 1995. In 1989 he received the Public Service Medal from the National Aeronautics and Space Administration, in 1990 the Distinguished Contribution to Human Resource Development Award and in 1993 the Organization Development Professional Practice Area Award for Excellence - The Lippitt Memorial Award - from the American Society for Training and Development. Dr. Burke has also served on three committees for the National Research Council of the National Academy of Sciences (1994-2012). August of 2003 he received the Distinguished Scholar-Practitioner Award from the Academy of Management, and in October of 2003, he was the recipient of the Organization Development Network’s Lifetime Achievement Award. In 2004 he was appointed Distinguished Scholar-in-Residence for the Management Consulting Division of the Academy of Management, and in 2005 and 2010 he received the Linkage Corporation’s Lifetime Achievement Award for leadership in the field of organization development. Also in 2005, he became the co-director of the Eisenhower Leadership Development Program, an MA in organizational psychology joint program between Teachers College and the United States Military Academy at West Point. Also in collaboration with the U.S. Army War College, Dr. Burke is responsible for a one-year fellowship program for U.S. Army Colonels. In April, 2007, he received the Distinguised Lifetime Contribution to Practice Award from the Society for Industrial and Organizational Psychology, and in 2011 the Lifetime Achievement Award from the Best Practice Institute. His most recent book is the 3rd edition of


Organization Development: A Process of Learning and Changing (2015; Pearson Education) now co-authored with Debra Noumair.  On May 19, 2016, Dr.Burke was given The Outstanding Civilian Service Medal Award from the Department of the Army for his work with the United States Military Academy at West Point.