Introduction - Resolving the tension between theories E and O of change - Michael Beer and Nitin Nohria I - Purpose of change: economic value or organizational capability? 1 - Value maximization and the corporate objetctive function - Michael C. Jensen 2 - The puzzles and paradoxes how living companies create wealth: why single-valued objective functions are not quite enough - Peter Senge 3 - The purpose of change, a commentary on Jense and Senge - Joseph L. Bower II - Leadership of change: directed from the top or high-involvement and participative? 4 - Effective change begins at the top - Jay A. Conger 5 - Leadership of change - Warren Bennis 6 - Embracing paradox: top-down versus participative management of organizational change, a commentary on Conger and Bennis - Dexter Dunphy III - Focus of change: formal structure and systems or culture? 7 - The role of formal structures and processes - Jay R. Galbraith 8 - Changing structure is not enough: the moral meaning or organizational design - Larry Hirschhorn 9 - Initiating change: the anatomy of structure as a starting point, a commentary on Galbraith and Hirschhorn - Allan R. Cohen IV - Planning of change: planned or emergent? 10 - Rebuilding behavioral context: a blueprint for corporate renewal - Sumantra Ghoshal and Christopher A. Bartlett 11 - Emergent change as a universal in organizations - Karl E. Weick 12 - Linking change processes to outcomes, a commentary on Ghoshal, Bartlett and Weick - Andrew M. Pettigrew V - Motivation for change: do financial incentives lead, or do they lag and support? 13 - Compensation, incentives and organizational change: ideas and evidence from theory and practice - Karen Hopper Wruck 14 - Compensation: a troublesome lead system in organizational change - Gerald E. Ledford Jr. and Robert L. Heneman 15 - Pay system change: lag, lead, or both? a commentary on Wruck, Ledford, and Heneman VI - Consultant's role in change: large and knowledge-driven or small and process-driven? 16 - Human performance that increases business performance: the growth of change management and its role in creating new forms of business value - Terry Neill and Craig Mindrum 17 - Rapid-cycle successes versus the titanics: ensuring that consulting produces benefits - Robert H. Schaffer 18 - Accelerated organizational transformation: balancing scope and involvement, a commentary on Neill, Mindrum and Schaffer VII - Research on change: normal science or action science? 19 - Professional science for a professional school: action science and normal science - Andrew H. Van de Ven 20 - The relevance of actionable knowledge for breaking the code - Chris Argyris 21 - Researh that will break the code of change: the role of useful normal science and usable action science, a commentary on Van de Ven and Argyris - Michael Beer Ending and beginning 22 - Breaking the code of change: observations and critique - Roger Martin