This book offers an opportunity to look in depth at the nature of changes in further education (FE) in Britain and how change has been managed: the drivers, the challenges, the constraints, the costs, and the meaning for all those involved in FE. "Introduction: Themes in the Management of Change in Further Education" (Rosalind Levacic) provides an overview of the five studies contained in the book. "Introduction" (Ruth Gee) sets the scene by outlining the main features of the changes brought about by incorporation. "The Management of Strategic Planning in FE Colleges" (Stephen Drodge, Neville Cooper), the first study, examines how the internal process of strategic management has been developed in three quite different colleges. "Strategic Management and Competitive Advantage: A Systems Approach" (Nigel Bassett-Jones, Robert Brewer) investigates how 14 colleges in 3 different areas have responded strategically to increased competition and intensified pressure to cut costs. "Managing for Learning after Incorporation" (Nigel Bennett, Lesley Hagon) examines the learning or "product" strategy of three colleges. "Introducing New Contracts: Managing Change in the Context of an Enterprise Culture" (Pam Hewitt, Megan Crawford) show how different are the perspectives on change of senior managers, middle managers, and lecturers. "Institutional Boundary Management: Experiences of Scottish Colleges Since Incorporation" (Ian Finlay, Sheena Holmes, Lesley Kydd) investigates an apparently paradoxical phenomenon--the spur to interorganizational cooperation created by a more competitive environment and greater institutional autonomy. (YLB)