This book contributes to strategic change literature by adopting a practice-based perspective. While strategic change processes on the organizational level have received significant attention, a practice-based perspective on change has not been sufficiently considered. A practice perspective on strategy has been established as 'strategy-as-practice', which, so far, has mainly concentrated on processes of strategy formation rather than strategic change. This book sheds light on strategic change by taking a practice-based perspective and investigating organizational practices enacting and constructing change processes. This work is remarkable as it provides a detailed account of change practices, how they are enacted and how they contribute to the construction of strategic change. The present study is among the first to empirically identify and portray change practices and is able to locate them in the wider context of strategy-as- practice and strategizing. It therefore provides a valuable contribution to the 'practice turn' in management, change process theories and offers guidance for practitioners engaging in change initiatives.