Continuous change and communication in knowledge management

Until now, change leadership has lacked a theoretical basis for use by leaders as a starting point when implementing change processes. This tactical text addresses this. Think of the tightrope walker; they must constantly change the position of their arms and legs to remain 'stable' on th...

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Bibliographic Details
Main Author: Johannessen, Jon-Arild, (Author)
Format: eBook
Language: English
Published: Bingley, U.K. : Emerald Publishing Limited, [2021]
Series: Emerald points.
Subjects:
Organizational change.
Knowledge management.
Business & Economics > Industrial Management.
Organizational theory & behaviour.
elektronické knihy
electronic books
ISBN: 9781801170352
Physical Description: 1 online resource (152 pages).

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Table of contents

LEADER 03094nam a2200421Ii 4500
001 em-9781801170352
003 UtOrBLW
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006 m o d
007 cr un|||||||||
008 210621t20212021enk ob 001 0 eng d
020 |a 9781801170352  |q (e-book) 
040 |a UtOrBLW  |b eng  |e rda  |c UtOrBLW 
080 |a 658.3 
100 1 |a Johannessen, Jon-Arild,  |e author. 
245 1 0 |a Continuous change and communication in knowledge management /  |c Jon-Arild Johannessen. 
264 1 |a Bingley, U.K. :  |b Emerald Publishing Limited,  |c [2021] 
264 4 |c ©2021 
300 |a 1 online resource (152 pages). 
336 |a text  |b txt  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
490 1 |a Emerald points 
500 |a Includes index. 
504 |a Includes bibliographical references. 
505 0 |a part I. Theoretical basis: chapter 1. Communication and strategic change leadership. chapter 2. Management, control and communication in strategic change leadership -- part II. Leadership tools as communication: chapter 3. How can we reduce resistance to changes within organizations? chapter 4. Leadership tools to increase the motivation of knowledge workers. chapter 5. Communication of global change processes. 
520 |a Until now, change leadership has lacked a theoretical basis for use by leaders as a starting point when implementing change processes. This tactical text addresses this. Think of the tightrope walker; they must constantly change the position of their arms and legs to remain 'stable' on the tightrope. Stability depends on change, and change depends on the existence of a stable core. If everything is in a state of flux, the result will be chaos. If everything is stable, the result will be rigid. Rigid systems will collapse if there is the slightest change. Meanwhile, chaotic systems use all their energy to maintain stability. This book is split into two parts. In the first part, we consider our theoretical basis. In the second part, we describe the leadership tools we have developed for use in change processes. We have designed a leader's toolbox for planned change processes. This toolbox consists of 18 leadership tools. These can be used by any leader to ensure the effective communication and implementation of planned change processes. Perfect for undergraduate and postgraduate students who wish to expand their knowledge of change leadership focusing on both the theory and the tools needed to implement changes.  
588 0 |a Print version record. 
650 0 |a Organizational change. 
650 0 |a Knowledge management. 
650 7 |a Business & Economics  |x Industrial Management.  |2 bisacsh 
650 7 |a Organizational theory & behaviour.  |2 bicssc 
655 7 |a elektronické knihy  |7 fd186907  |2 czenas 
655 9 |a electronic books  |2 eczenas 
776 0 8 |i Print version:  |z 9781801170345 
776 0 8 |i PDF version:  |z 9781801170338 
830 0 |a Emerald points. 
856 4 0 |u https://proxy.k.utb.cz/login?url=https://doi.org/10.1108/9781801170338  |y Full text 

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