Organizational Change and Relational Resources

The book Organizational Change and Relational Resources, co-edited by Karol Klimczak from Poland and my colleague Yochanan Shachmurove from the United States, brings together novel insights on international business strategies based in inter-organizational relationships. The book, which includes includes case studies taken from Brazil, India, Israel, Poland, the United Kingdom and the United States, may be of use to managers, policymakers, and students. Paul Krugman, Ph.D, Distinguished Professor, Graduate Center of the City University of New York, recipient of the 2008 Nobel Memorial Prize in Economic Sciences. Organizational Change and Relational Resources brings novel insights on business strategies seen from the perspective of inter-organizational relationships. I recommend this book to managers and students looking for a comprehensive resource on the relational view, stakeholder involvement, governance and relational risk management. Wojciech Czakon, Chair of Strategic Management Department at the Faculty of Management and Social Communication, Jagiellonian University, Carcow, Poland. Few topics are as timely in 2021 as that of succeeding in implementing strategic change in turbulent environments. The concepts, evidence and practical case studies collected in Organizational Change and Relational Resources help design and implement strategic change in organizations. I would recommend it to business leaders and scholars alike. Tomasz Obloj, Associate Professor of Strategy and Chair of the Strategy and Business Policy department at HEC Paris Organizational change is a perennial and ubiquitous subject of organization theory and practice. The unique positioning of the present collection of essays is the pursuit of a relational perspective to study the formation and implementation of organizational change. The volume is rooted in resource-based theories and deals with a multiplicity of tasks, methods and strategies to accomplish effective change. Till Talaulicar, Department of Organization and Management, University of Erfurt, Germany Organizational Change and Relational Resources provides a welcome and under-researched perspective on change. Most books on change implicitly assume that it is something that is managed and occurs within the boundaries of independent organisations. This book rightly argues that inter-organizational relationships, whether they be with suppliers, clients or competitors, are at the forefront of strategic change. Though they are very difficult to achieve, such initiatives create important resources that can only be fully developed and exploited jointly. I strongly recommend this book to anyone that has an interest in managing and changing organisations, whether they be students, academics, or practitioners. Bernard Burnes, Professor of Organisational Change, Stirling Management School, University of Stirling, United Kingdom