Research in Organizational Change and DevelopmentWilliam A. Pasmore, Richard W. Woodman, Abraham B. (Rami) Shani This volume 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. 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 there are 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). This text demonstrates that as academics we advance the work in our field by looking forward and looking back. Understanding the origins of our theories and beliefs can be as important as pioneering new ideas and methodologies. |
Contents
TRANSACTIVE | 91 |
DEVELOPING AND SUSTAINING CHANGE | 117 |
MAPPING MOMENTUM FLUCTUATIONS DURING | 163 |
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Academy of Management action research adaptation ambidexterity Applied Behavioral Science approach Argyris Beer Bourdieu Cassirer challenges change agents change and development change efforts change management change process change system clients cognitive collective reflexivity commitment communication complexity concept consultants create cross-functional teams culture development Vol dynamic capabilities effectiveness Eisenstat employees engagement environment feedback field theory focus GGSN goals Harvard Business Review Harvard Business School implementation improvisation individual information allocation intervention involved issues jazz Journal of Applied Journal of Management leaders leadership learning mechanisms Lewin Management Review management team Miles Davis mindset momentum maps need for change organization development organizational change organizational learning organizational members outcomes participation perspective planned change positive practice problems psychology punctuated equilibrium relationships Research in organizational resource starvation routines senior team sensemaking SGSN Shani social space SRSD strategic change structure success task force members thinking Tushman understanding