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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.
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.
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.
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.
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