- Front Cover
- The Awakening Giant
- Title Page
- Copyright
- Title Page
- Copyright
- Dedication
- Contents
- Acknowledgements
- Preface
- 1 Research on Organisational Change and Development and Strategic Change: Some Limitations
- 2 Context, Culture and Politics: The Development of Strategic Change
- 3 Ici in its Changing Business and Economic Context
- 4 Implementing Corporate Change: A Role for Organisation Development 1965–72
- 5 The Heavy Hand of History: Business Development and Social Innovation in Agricultural Division
- 6 The Organic Strategy for Creating Change: Agricultural Division
- 7 The Enforced Strategy for Creating Change: Petrochemicals Division
- Heavy Organic Chemicals/Petrochemicals Division: Business History, Organisation, and Culture: 1958–81
- Petrochemicals Division Organisation Development Unit: An Overview
- Antecedents of the Organisation Development Unit
- The Birth: From Task Force to Organisation Development Unit 1970–72
- Demise of the Organisation Development Unit 1972–73
- Organisation Development: The End
- 8 The Change Strategy Without Political Support: Plastics Division
- Plastics Division: Business History, Organisation and Culture, 1945–81
- Plastics Division’s Use of Specialist Organisation Development Resources: An Overview
- Antecedents
- Creation and Early Life of Training and Personnel Development Department
- Redundancy and the False Dawn, 1972–76
- The Demise of Organisation Development in Plastics Division
- 9 The Top-Down Strategy for Creating Change: Mond Division
- Business History, Organisation, and Management Culture
- Mond Division’s Use of Development Resources: An Overview
- Organisation Development and the Mond Board, 1970–76
- Organisation Development in the Trenches: The Works and Industrial Relations 1965–76
- The Lostock Experiment and its Legacy
- The Beginnings of Purpose and Unity on the Mond Board, 1977–79
- Business Crisis: Harnessing the Developmental Capability in Mond, 1979–83
- 10 Strategic Change and Organisation Development at the Centre of Power, 1973–83
- The Structure, Systems, and Top Management Culture of ICI in the 1970’s
- The Condition and Use of Organisation Development, 1973–77
- Opening up ICI to Strategic Change: the 1974–77 Attempts
- Strategic Change and the Condition and Use of Organisation Development, 1973–83
- The Contribution of Organisation Development Resources and Methods to Strategic Change in ICI
- 11 Processes of Strategic Change: Some Patterns
- 12 The Use, Impact, and Fate of Specialist Change Resources
- Variation in the Natural History of Development and Impact of Organisation Development Resources in ICI
- Contexts, Antecedents, and Birth Processes of Organisation Development in ICI
- The Structure, Internal Development, Strategy, and Legitimacy of the Organisation Development Groups
- The Dilemma of Exclusivity and Inclusivity for Innovating Groups
- The ICI Use of Organisation Development: Some Lessons
- References
- Index
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