The insights into organisational change generated by this e-book will be readily apparent but it is useful to point out one interesting feature of this set of papers; by focusing on change they inevitably and necessarily also focus on non-change – on continuity. Managers involved in advocating or ‘championing’ change frequently focus so emphatically and positively on the necessity for and virtues of the change in question (sometimes defined as ‘reform’ so as to rule out the legitimacy or possibility of the rational or moral basis of any questioning or ‘resistance’) that they in effect disregard or reject what came before the change. By focusing on change they overlook continuity. The authors in this collection however avoid this trap. For these papers, in studying when and how organisations change and the implications and origins of these changes, also necessarily and properly focus on non-change - continuity. It is as important to know why change doesn’t happen as to understand when it does.