Shaping strategic change

In this major analysis of the processes and management of strategic change, Pettigrew, Ferlie and McKee develop a new model centred on receptive and non-receptive contexts for change. Both a powerful analytic device and a broad agenda for management practice, the model outlines key features of internal and external context and action to account for success or failure in change efforts, and for differences in the rate and pace of change. The authors consider the role and impact of such factors as environmental pressures for change; the quality and clarity of change goals and strategies; organizational cultures and inter-organizational relations supportive of change; availability of key people to lead change; and capability in managing change processes - turning 'problems and panics' into sustainable action. Underpinning the model is an extraordinarily rich and multilayered analysis which draws and builds on the authors' research in the British National Health Service during a period of dramatic restructuring. Pettigrew and his colleagues use the case material to look at different ends of strategic change - from strategic response to unanticipated crisis, to rationalization and retre