While the careers of secret agents have inspired many genres of popular culture, relatively little research has been carried out until now on spying as a profession. Through the lens of personnel management, the authors offer a unique and compelling analysis of secret service employee biographies and autobiographies, giving the reader an improved understanding of people management in all organisations. Personnel Management in Secret Service Organizations pinpoints key events in an agent’s career, focusing on how they enter their profession, how they perform espionage work; how they are trained and managed and what the circumstances of promotion and demotion might be, up to the point of exit from the profession (through retirement, capture, or death). Within this framework, it illustrates the ways that secret service organizations play a crucial role in contemporary societies. Drawing comparisons with personnel management in standard organizations, Personnel Management in Secret Service Organizations will be a valuable resource for researchers and students of management and organization. The use of narratology-inspired methods will appeal to younger scholars with an interest in organizational studies too.

Management Research: European Perspectives brings together experts in the field to take stock of European management research and reflect on its distinctiveness. Building on a successful series of papers published in the European Management Journal, this book contains international contributions providing a range of scholarly perspectives on the reality of European management research. The state of management scholarship has recently been a topic of great interest, focusing on such matters as the role of universities versus businesses in shaping research agendas, the so-called 'rigour-relevance' debate, the use of measurements in quality assessment of research outputs, the role of journal rankings, and the merits of the journal review system. Missing, however, is any discussion of what, if anything, constitutes a European approach to management research, how does it differ from other styles used in the rest of the world and why is there a need for such distinctiveness? It has been noted that European management scholars have a lower success rate for publishing theoretical papers than their North American counterparts, which is surprising given that Europe has been the cradle of many generative intellectual traditions. European scholars may be the heirs to those traditions, but they are sometimes criticised for failing to channel this legacy into authoritative theoretical contributions in elite US-based management journals. This book provides insightful contributions to the debate and offers critical reflections on what European-based scholars have to offer the study of management.

Management Research: European Perspectives brings together experts in the field to take stock of European management research and reflect on its distinctiveness. Building on a successful series of papers published in the European Management Journal, this book contains international contributions providing a range of scholarly perspectives on the reality of European management research. The state of management scholarship has recently been a topic of great interest, focusing on such matters as the role of universities versus businesses in shaping research agendas, the so-called 'rigour-relevance' debate, the use of measurements in quality assessment of research outputs, the role of journal rankings, and the merits of the journal review system. Missing, however, is any discussion of what, if anything, constitutes a European approach to management research, how does it differ from other styles used in the rest of the world and why is there a need for such distinctiveness? It has been noted that European management scholars have a lower success rate for publishing theoretical papers than their North American counterparts, which is surprising given that Europe has been the cradle of many generative intellectual traditions. European scholars may be the heirs to those traditions, but they are sometimes criticised for failing to channel this legacy into authoritative theoretical contributions in elite US-based management journals. This book provides insightful contributions to the debate and offers critical reflections on what European-based scholars have to offer the study of management.

Managing People and Organizations in Changing Contexts addresses the contemporary problems faced by managers in dealing with people, organizations and change in a theoretically-informed and practical way. This textbook approaches people management from the perspective of practising and aspiring managers, making it a valuable alternative to existing texts on organizational behaviour and human resource management. This new edition considers new emerging organizational forms such as e-lancing and recent management concerns such as employee engagement, de-professionalization and the growing challenges of social media. Built around a chapter framework that connects different themes to managerial action and practices, this textbook covers a wide range of topics including: managing at the individual, group and organizational levels change management managing creativity and innovation, and corporate governance and corporate social responsibility. There is an increased international flavour, reflected in the range of contemporary case studies and literature used throughout, which explore business and management problems in the private and public sectors. This text will be relevant to practising and aspiring managers studying people management, organizational behaviour and change management.

Managing People and Organizations in Changing Contexts addresses the contemporary problems faced by managers in dealing with people, organizations and change in a theoretically-informed and practical way. This textbook approaches people management from the perspective of practising and aspiring managers, making it a valuable alternative to existing texts on organizational behaviour and human resource management. This new edition considers new emerging organizational forms such as e-lancing and recent management concerns such as employee engagement, de-professionalization and the growing challenges of social media. Built around a chapter framework that connects different themes to managerial action and practices, this textbook covers a wide range of topics including: managing at the individual, group and organizational levels change management managing creativity and innovation, and corporate governance and corporate social responsibility. There is an increased international flavour, reflected in the range of contemporary case studies and literature used throughout, which explore business and management problems in the private and public sectors. This text will be relevant to practising and aspiring managers studying people management, organizational behaviour and change management.

Now a classic in its field, the fourth edition of Change Management: A Guide to Effective Implementation continues to offer readers highly practical strategies and step-by-step guidance for applying different models of change in different organizational scenarios. New to the Fourth Edition: A third expert author, Sabina Siebert, bringing a background in sociology and cultural studies An improved structure that consolidates all the existing strengths of the previous editions and separates the book into three parts, beginning with chapters assessing 'The Impact and Definition of Change', 'Implementation and Evaluation of Change' and ending with a critical outlook in 'Change Management - A Critical Perspective' A wealth of new and richly detailed case studies with an international and cross-cultural scope that draw upon different organization types, environments and perspectives for a diverse and global understanding of the current field of change management Two additional chapters on leading change and organisational culture, offering unparalleled coverage of managing systems and processes, combined with increased emphasis on managing human issues. For students taking Change Management courses on Business and Management degrees, MBA's, specialist masters and healthcare subjects.

Now a classic in its field, the fourth edition of Change Management: A Guide to Effective Implementation continues to offer readers highly practical strategies and step-by-step guidance for applying different models of change in different organizational scenarios. New to the Fourth Edition: A third expert author, Sabina Siebert, bringing a background in sociology and cultural studies An improved structure that consolidates all the existing strengths of the previous editions and separates the book into three parts, beginning with chapters assessing 'The Impact and Definition of Change', 'Implementation and Evaluation of Change' and ending with a critical outlook in 'Change Management - A Critical Perspective' A wealth of new and richly detailed case studies with an international and cross-cultural scope that draw upon different organization types, environments and perspectives for a diverse and global understanding of the current field of change management Two additional chapters on leading change and organisational culture, offering unparalleled coverage of managing systems and processes, combined with increased emphasis on managing human issues. For students taking Change Management courses on Business and Management degrees, MBA's, specialist masters and healthcare subjects.