Research in Organizational Change and Development

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Abraham B. Shani, Richard W. Woodman, William A. Pasmore
Emerald, 2011 - Business & Economics - 296 pages
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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 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.

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About the author (2011)

A.B. (Rami) Shani, Ph.D., Professor of Organizational Behaviour and Change at California Polytechnic University, USA, a Senior Research Fellow at the FENIX Centre and an Adjunct Professor at the Stockholm School of Economics, Sweden. His most recent work has focused on the theoretical and application of collaborative research in organizations, creating sustainable work systems, creating the learning organization and, action research methodologies in the pursuit of actionable knowledge creation. He is the co-author or book co-editor of Collaborative Research in Organizations: Foundations for Learning (SAGE,2004), Change and Theoretical Development; Learning by Design (Blackwell, 2003); Creating Sustainable work Systems: Emerging Perspectives and Practice (Routledge, 2003); Behavior in Organizations: An Experiential Approach, 8e (McGraw-Hill-Irwin, 2004); and Parallel Learning Structures: Creating Innovations in Bureaucracies (AW, 1990).

Richard W. Woodman is Anderson Clayton & Co. and Clayton Fund Professor of Management at Texas A & M University, where he teaches organizational behavior, organization development, and research methodology in the Lowry Mays College and Graduate School of Business. He received his B.S. and M.B.A. degrees from Oklahoma State University and his Ph.D. from Purdue University. From 1993-97, he served as department head and he is currently the coordinator of the Ph.D. program in the Department of Management
His research interests focus on organizational change and organizational creativity. His published work can be found in many journals including the Academy of Management Journal, Academy of Management Review, Group & Organization Management, Journal of Applied Behavioral Science, and the Strategic Management Journal, among others. Dr. Woodman is co-editor of the JAI Press annual series, Research in Organizational Change and Development. He is currently on the editorial boards of the Academy of Management Journal, Applied Behavioral Science Review, and the Journal of Organizational Change Management and previously served on the boards of the Academy of Management Review and the Journal of Management.

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