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Highlights include a reflection on forty years of collaboration and
provides an inside perspective on collegial partnerships; the first
recipients of the Pasmore-Woodman Award (AOM 2015) consider
personal recollections as well as general principles about
successful academic partnerships; one of the first women in the
field provides a perspective on the interdependence of research and
practice through a gender lens; while reflecting on the role of
women in ODC across a fifty-year time period; strategies for
managing changes in the research question when conducting
field-based action research advances our understanding of
evidence-based practice through the application of theory; Dialogic
OD, a relatively new perspective in the field, is explored by
discussing a case in which 'social space' serves as 'transitional
space' and the ODC practitioner is provided a theoretically
informed set of principles that can be applied and evaluated across
contexts; the nature and role of organization identity shades new
insights about the potential impact of organization development
work on company culture and effectiveness; the challenges of
integrating business strategy and organization development in the
fast changing newspaper industry.
Volume 30 of Research in Organizational Change and Development
includes seven contributions from leading colleagues around the
globe. Taken together they address some key questions for our
field: Who do we need to be as OD&C to help create a better
world and under what relational conditions can we do such work?
What research and theorizing do we have available, and what
thought-action repertoires need further development? What robust
OD&C methods do we have, and which new methods are needed to be
truly helpful in the creation of a better world together? The
chapters for this volume are written by senior scholars in the
field of OD&C who share their insights from a long-lived,
continuous engagement with both theory and practice. This shows in
their expansive time horizon when reflecting on the field and how
they personally navigated through it. Their seniority also shows in
their commitment to help bring the field forward whilst trusting
that others may appreciate and continue their legacy. Most of all,
and especially endearing in current times, the authors show the joy
and strength of collaboration with kindred spirits in inquiry,
learning and writing.
Volume 29 of Research in Organizational Change and Development
includes ten contributions from colleagues around the globe with
powerful insights and potentially relevant impact for researching
and practicing organization change and development during and post
the pandemic. The emerging people analytics subfield and
organization development perspectives are brought together to
present an integrated framework that can guide future theoretical
development and practice. Bourdieu's concept of social position in
the form of "habitus oriented approach" expands our understanding
of human behavior. Lewin's original view of political labs is
advanced to examine the emerging phenomenon of labs as mechanisms
for organization change and development. The alignment challenges
of strategy and digital technology in government organizations is
examined via the use of collaborative inquiry. The essence and
context of collaboration in teams is investigated in the emerging
new workplace. The current state of organizational DEI practice is
examined and a new framework for diagnosing and addressing
small-scale diversity-related challenges is introduced. Digital
transformation suggests the need for a new STS platform with new
guiding design principles. The establishment of a collaborative
community generated insights into the challenges faced by
healthcare organizations. Action research supported new cooperation
and partnership between universities and external organizations. In
the new "Reflection" feature, the author compares organization
development (OD) and change management (CM) across eight concepts
that are relevant to both OD and CM.
Volume 28 of Research in Organizational Change and Development
introduces thought-provoking contributions. These include:
Utilizing big data and social network analysis in OD; professional
identity of renowned American women in the field; the role of
communities that support interpersonal learning and enhance workers
ability to thrive in the emerging nature of the new world of work;
technology and technological embeddedness as a change and
development enabler in schools; organizational resilience as an
arena for organization development work; change in tightly coupled
systems and the middle management role in organization development;
and strategic fitness processes and organizational dialogue. The
diverse collaborative contributions by leading scholars and
scholar-practitioners provide an enriching body of knowledge on
contemporary challenges in organizational change and development.
This volume provides new conceptual insights, robust empirical
studies, and thought-provoking chapters to help organizations
improve health and wellbeing in society. Some chapters do this by
addressing macro-level change: for example, consulting at the
eco-system level and discussing the challenges entailed in
developing intervention capabilities to impact highly
interdependent eco-systems; or discussing the learning and
experience of a large system transformation project conducted at a
national level that had an impact on societal health and wellbeing.
Other chapters extend theory and integrate perspectives that
heretofore have remained separate, such as the 2017 Pasmore-Woodman
Award winners, who provide an overview of their collaborative
attempts at intervening and making a difference in organization
studies. The richness of the diverse collaborative contributions to
this volume by leading scholars and scholar-practitioners from
around the globe provide an enriching and emerging body of
knowledge.
Research in Organizational Change and Development (ROCD) brings
forth the latest scholarly work and practice in the fields of
organization development and organizational change. The objectives
are to highlight the latest advances in thought, ideally supported
by research and practice. The series is a resource for scholars who
are interested in well-integrated reviews of the literature,
advances in research methods, and ideas about practice that open
new ways of working with organizations to create more successful
and sustainable approaches to change.
Volume 4 extends the examination of "Organizing for Sustainable
Healthcare" (Volume 2 of the same series, 2012). It presents case
studies and theoretical analyses that illustrate practical
approaches to, and further the theoretical understanding of, the
creation of a more sustainable healthcare. Given economic,
ecological, and population trends, the sustainability of healthcare
delivery as it is organized today cannot be taken for granted.
Politicians, healthcare regulators and professionals worldwide are
debating how to redesign today's delivery paradigms to deliver
greater value to our societies while consuming fewer resources.
Even in countries with national health systems, healthcare
organization has been fragmented, diminishing outcome effectiveness
and wasting society's resources. With complex value chains and
dynamic interactions among various players, the reconfiguration of
the healthcare system will require the reconciliation of different
- often conflicting - goals, values, conceptions of social justice,
work processes, knowledge bases, and business models. The chapters
in this volume build on multiple disciplines and varied approaches
to address this complexity.
This volume includes the role of persuasion in learning and
education in the process of organization change and development;
the role of leaders in the exploration of alternative ways to
create and lead high performing organizations; understanding better
the role and impact of the OD practitioner mindset on the evolving
process of the change and development effort; developing a deeper
level understanding of the connection between organization change
content and change strategy; the challenge of system wide
transformation in the emerging complex business context; the role
and dynamics of sense-making and sense-giving in enhancing and
facilitating change; new perspectives about different ways to
create organization agility; ways to create responsive business
process via a tapestry of learning mechanisms; and, the development
of dynamic capability and different ways to accelerate global
hybrid team effectiveness. These manuscripts provide an intriguing
collection that capture and provide value to the real work of
creating a sustainable field of study and practice - organization
change and development - and sustainable organizations.
Research in Organizational Change and Development provides a
special platform for scholars and practitioners to share new
research-based insights. Volume 21 continues the tradition of
providing insightful and thought-provoking chapters. Papers bring
new perspectives to classic issues in the field such as
organizational complexity, change leadership, emotional
intelligence and interorganizational change.
Organizing for Sustainable Effectiveness highlights research and
practice aimed at understanding how organizations and more
inclusive systems of actors develop a continuous, unfaltering focus
on sustainability. It will examine how they organize to achieve
expanded purposes, the associated changes in purpose and
governance, relationships among various stakeholders, boundaries
between organizations and other elements of the environment in
which they operate, organizational systems and processes,
leadership, competencies and capabilities. Thus 'sustainability' is
seen as entailing a continuous dynamic adaptive process in people,
organizations and systems, striving to be as proactive as possible,
moving 'upstream' in improving and developing organizational
processes and issues.
Health care, as it is currently organized, is not sustainable.
Health care systems in the developed world are encountering
increased demand for high quality health care but facing societal
resource limits. Health care managers, professionals and academics
worldwide are debating how to redesign its current organizational
configurations and delivery paradigms to deliver more with less,
amidst profound changes in demographics, increased cost of new
technology and changing health care priorities. Health care is
inextricably linked to the overall sustainability of society and it
is critical that solutions are found. The chapters in this volume
examine health care systems that are building the foundations for
sustainable, high quality health care. Case-based analyses discuss
substantive organizing changes aimed at operating within resource
limitations, while taking advantage of new knowledge and medical
advances that could have an unprecedented positive impact on the
health of individuals and societies. The volume also explores the
change capabilities and learning mechanisms that health care
systems need in order to implement fundamental change and continue
to improve over time.
For 25 years Research in Organizational Change and Development has
provided a special platform for scholars and practitioners to share
new research-based insights. Volume 20 continues the tradition of
providing insightful and thought-provoking chapters. Some papers
bring new perspectives to classic issues in the field such as
survey feedback, learning and change leadership. Others explore new
territories, such as the role of computer mediated communication
and its impact on organizational change and development, action
learning and the role that it can play in the development of
scholar-practitioners, the creation of actionable knowledge about
organization development and change, and the role that ODC
knowledge can play in assisting organizations to succeed within the
new paradigm of sustainable value creation. Together, these
chapters make an especially timely and intriguing collection. It
represents a unique blend of theory and practice, intervention and
research, revisiting traditional practices and introducing emerging
new ones, providing multidisciplinary perspectives on current
issues in the field and even a proposed new paradigm for
organization development and change.
Volume 19 of Research in Organizational Change and Development
includes papers by an international and diverse set of authors
including Michael Beer, Victor Friedman, Luiz Gomez & Donna
Ballard, Ethan Berstein & Frank Barrett, Karen Jansen &
David Hoffman, Guido Maes & Geert Van Hootegem, and Tobias
Fredberg, Flemming Norrgren & Rami Shani and the ideas
expressed by these authors are as diverse as their backgrounds. New
methodologies are introduced, such as the strategic fitness process
for engaging leaders in better understanding the reactions of
employees to strategic change efforts (Beer); Jazz as a metaphor
for organizational improvisation (Bernstein & Barrett); and,
new theories for understanding change processes (Gomez &
Ballard). The universal constant is change, and this title offers
various ideas about sustaining change (Fredberg, Norrgren &
Shani), mapping momentum changes during change efforts (Jansen
& Hoffman) and exploring Lewin's notions of the criticality of
social space to facilitate change (Friedman). Volume 19
demonstrates that as academics, we advance the work in our field by
both looking forward and looking back. Understanding the origins of
our theories and beliefs can be as important as pioneering new
ideas and methodologies. As you read Volume 19, we ask you to
consider your own contributions to our field and to contact us to
suggest topics for future volumes.
A large literature has been generated about sustainability, and
many organizations, governments, communities and citizens have
focused on it. Yet, given how quickly the limits of the current
models of the global economy are being approached, we must
accelerate the rate at which we learn to operate differently. This
first volume of the Emerald series Organizing for Sustainable
Effectiveness learns from some of the pioneers articulating these
challenges and organizing to address them. There is an urgent need
to grow the knowledge bases to guide the transition. Each chapter
in this volume, crafted to bring together the knowledge of practice
and theory, is based on rich empirical data about particular cases
in which organizations are, individually or collectively, working
to build a more sustainable future. Contributors bring theoretical
knowledge to bear on these case examples and test the applicability
of the formal knowledge base about management and organizations,
while refining, modifying, and extending it to increase its
usefulness in addressing the challenges of organizing for
sustainable effectiveness.
Volume 27 of Research in Organizational Change and Development
introduces thought-provoking insights on inclusivity within
organizations. These include: the philosophical foundation of
organization development and change; positive organizational
scholarship as a scientific base for sustainable change; the
practice of humility and humble behaviors; a socio-economic
approach to organization development enhancing the compatibility
between the human system, stakeholders, and stockholders; the
importance of collaborative effort across hierarchies and vertical
boundaries, despite tensions that undermine middle managers' role
as change agent; the use of top-down and bottom-up processes to
link attitudes and enhance levels of engagement; how leaders in
social enterprise development continuously respond to common
paradoxes of engagement; and, finally, enhancing a culture of
inclusive, agile and thriving teams in environments of continuous
change. The diverse collaborative contributions by leading scholars
and scholar-practitioners from across the globe provide an
enriching body of knowledge on contemporary challenges in
organizational change and development.
This volume contains nine papers that address cutting edge
challenges in organizational change, report the results of
change-related research, and advocate methodological advances in
the field. Papers by noted international authors such as Ed Lawler
& Chris Worley, Hillary Bradbury, Benyamin Lichtenstein, John
Carrol & Peter Senge, Rob Sloyan & Jim Ludema, and David
Coghlan make for fascinating reading and set an ambitious agenda
for future scholarship. These and other authors in the volume touch
on enduring issues such as trust, sustainability, collaboration,
but also totally new concepts such as breaking out of strategic
lock-in and constructing work that is meaningful for younger
generations of workers in a 'web 2.0 world'. Reports of research in
this volume are gathered from finance firms and hospitals,
sustainability consortiums and religious institutions. The findings
of these studies report on factors critical to the success of
mergers, compare the comparative effectiveness of different types
of large group interventions, and uncover keys to sustaining the
effects of interventions intended to create high performance
systems.
2017 marks the silver anniversary of the Research in Organizational
Change and Development series, founded in 1987 by Dick Woodman and
Bill Pasmore, and currently edited by Rami Shani and Debra Noumair.
This volume includes contributions from authors who have published
in the first few volumes, contributions that examine the impact of
the research published in the series on OD&C research,
theoretical developments and practice. Highlights include
contributions from Bill Pasmore and Dick Woodman as well as David
Coghlan that focus on the essence and impact of the research
reported in the last 24 volumes and possible research trajectories;
Philip Mirvis and Mitchell Marks- the second recipients of the
Pasmore-Woodman award (AOM 2016) on the highs and lows of
co-researching; David Cooperrider on the evolution of Appreciative
Inquiry since the foundation manuscript was published in ROCD
Volume 1 (1987); Todd Jick & Kinthi Sturtevant who take stock
of 30 years of change management, asking questions of and about its
future and; Marvin Weisbord's reflection on forty years of being a
scholarly-practitioner in the field.
As society faces significant disruptions, the need for
transformative innovation has never been more vital. However, this
urgency is challenged in the digital era, characterized by
incessant new technologies, extreme connectivity, and data
transparency. Leaders seeking transformative innovation in the
digital era face a new dilemma: socially orchestrating the
synchronization of ideas that simultaneously encourages collective
action. IDeaLs - Innovation and Design as Leadership - was
established to research this conundrum. Inspired by the actual
transformation journeys of multinational companies, and based on
research with 7 global companies, IDeaLs explores how re-framing
our traditional theories through the lens of Humanism reveals
opportunities for a more integrated approach to engaging people for
systemic change. To empower innovation leaders, the dimensions of
IDeaLs build a scaffold for systemic awareness and conscious intent
called Design-Driven Transformation. This evolving research agenda
aims to examine in-depth the potency of an integrated approach,
laying a foundation for more systemic ways to engage people and
transform existing situations into preferred futures.
"Research in Organizational Change and Development" is an annual
publication devoted to thoughtful studies and ground breaking
theoretical work dealing with the topic of change in organizational
settings. The series serves to showcase the latest approaches to
organizational research, whether they be quantitative or
qualitative in nature. Some of the papers in Volume 17 bring new
perspectives to classic issues in the field such as resistance and
communication. Others explore new territories, such as activating
neural mechanisms to create more sustainable change. The series has
been around long enough to substantiate the claim that we have
published some true classics in the field of organization
development and change. While it's too early to say whether the
papers in Volume 17 contain new classics, there are certainly some
interesting and worthwhile pieces to read that have the potential
to become classics at some time in the future. "Research in
Organizational Change and Development" will continue to serve the
mission of stimulating thinking that can make a significant
difference in organizational outcomes that matter to our future.
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