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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.
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.
The chapters in volume 15 of ROCD address a wide array of topics,
challenges, and gaps in our knowledge of organizational change.
Purser, Bluedorn and Petranker explore the dynamics of time in
organizational change, proposing the use of the concept of "flow
time." Falkenberg and her colleagues examine the issue of excessive
change in organizations, which they define as the simultaneous
pursuit of multiple unrelated changes. Real and Poole develop a
framework for classifying approaches to conceptualizing and
measuring innovation implementation. Roth provides a case
description of knowledge creation stemming from a team composed of
university, business, and consulting organizations.Ferdig and
Ludema examine change via self-organizing processes at the U.S.
National Regulatory Commission, the government agency that monitors
nuclear reactors. Wischnevsky and Damanpour explore the punctuated
equilibrium model of organizational transformation in the banking
industry. Golembiewski and his colleagues address the application
of organization development across cultures, specifically the use
of OD within those cultures where Confucian ideas are prominent.
Coghlan and Coughlan report on the CO-IMPROVE project - an action
research initiative funded by the European Union. Finally, Yeager,
Sorensen and Bengtsson assess the current state-of-the-use of
appreciative inquiry in programs of organizational change.
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.
Part of a series presenting scholarly thinking about research and
concepts related to the transformation of organizations. As in
previous volumes in the series, contributors provide comprehensive
literature reviews, methodological breakthroughs, and cutting edge
theories. The papers presented in Volume 14 address practical,
conceptual and methodological issues in the field of organizational
change. They offer a categorization scheme for interventions; an
analysis of the importance of different change drivers in complex
interventions; a call for greater attention to structure-process
dualities; suggestions for making change more lasting; a new
approach to measuring organizational culture based on shared
schema; a field study of organizational learning; and an
alternative approach to measuring experienced change.
"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.
The Research in Organizational Change and Development series is an
outlet for cutting edge conceptual and empirical scholarly
contributions that have the capacity to shape research and
practice. The field of organizational change and development
continues to evolve rapidly, as the demand for rapid and effective
organizational transformation has increased. It is more important
that ever that scholars address topics such as increasing
intervention effectiveness, managing emotional issues raised during
change, measuring the impact of change, and improving the methods
we use to conduct research on organizational change.
*This series provides a definitive outlet for the most thoughtful
and exciting work of newly emerging and well-recognized scholars in
the field of organization change and development
*This series regularly invites leading thinkers in the field to
present their latest models, empirical findings and thoughtful
directions for future research
*This series provides historical overviews of different paradigms
of research in the field
The theoretical frames outlined in this volume on research in
organizational change and development range from perspectives so
new that they are relatively undeveloped (for example chaos
theory), to perspectives and ideas that have been in widespread use
for many years (such as action research). The focus of these
articles range from challenging the traditional action research
paradigm, to debating the need for greater professionalization in
OD. In addition, the volume grapples with the difficult problems of
downsizing and organizational turnaround, and avoiding the
associated problems resulting from flattened organizational
structures, to implementing changes in information technology to
realize the promised increased effectiveness.
Ideas which are comfortable and familiar are not likely to
challenge or transform our thinking. As human beings, our need to
reduce cognitive dissonance causes us to seek the familiar and
reject the unfamiliar, often without careful reflection. Scholars
must overcome such natural tendencies in order to look beyond the
reaches of well accepted doctrine, exploring less-understood and
less-accepted explanations of the way things are, and consider
instead the possibilities that alternative futures could hold.
Collectively the chapters that make up volume 12 are a statement of
the vibrancy and ever changing nature of the field of
organizational change and development.
As with previous volumes in "Research in Organizational Change and
Development," volume 11 contains papers that range from
explorations of individual action in organizational change to
studies of multiple organizations. The change and development field
continues to explore new theoretical frames, research methods, and
change practice. The chapters in this volume further demonstrate
the expanding boundaries of the field.
This volume covers such topics as psychological ownership in
organizations, employee perceptions of fairness when human resource
systems change, a culture-based perspective of organization
development implementation, and mapping the progress of change
through organizational levels.
This eighth volume in the series on research in organizational
change and development deals with such topics as practitioner
attitudes to the field of organizational development and the
effects of union status on employee involvement.
This volume covers such topics as psychological ownership in
organizations, employee perceptions of fairness when human resource
systems change, a culture-based perspective of organization
development implementation, and mapping the progress of change
through organizational levels.
This volume covers such topics as locating meaning making in
organizational learning, internalization and the firm's growth, the
psychology of organizational transactions, and organizational
design and organizational development solutions to the problem of
R&D-marketing integration.
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