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Organizational change and innovation are central and enduring issues in management theory and practice. Dramatic changes in population demographics, technology, competitive survival, and social, economic, and environmental health and sustainability concerns means the need to understand how organizations repond to these shifts through change and innovation has never been greater. Why and what organizations change is generally well known; how organizations change is therefore the central focus of this Handbook. It focuses on processes of change -- or the sequence of events in which organizational characteristics and activities change and develop over time -- and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process?; what are the key concepts and models for understanding organization change and innovation?; and how should we study change and innovation? This Handbook presents critical evolving scholarship from leading experts across a range of disciplines, and explores its implications for future research and practice.
List of contents
- 1: Andrew H. Van de Ven and Marshall Scott Poole: Introduction: Central Issues In The Study of Organizational Change and Innovation
- I. Teleological Models of Change
- 2: W. Warner Burke: Historical Currents in Scholarship of Organization Change
- 3: Jean Bartunek, Linda Putnam, and Myeong-gu Seo: Dualities and Tensions in Ongoing Development of Organization Development
- 4: Alexandra Rheinhardt and Dennis A. Gioia: Upside-Down Organizational Change: Sensemaking, Sensegiving, and the New Generation
- 5: Davide Ravasi and Majken Schultz: Organization Identity and Culture Change
- 6: Saras D. Sarasvathy and S. Venkataraman: An Effectual Entrepreneurial Model of Organizational Change:Acting on, Reacting to, and Interacting With Markets as Artifacts
- II. Dialectical Models of Change
- 7: Timothy J. Hargrave): The Paradox Perspective and the Dialectics of Contradictions Research
- 8: Runtian Jing: Eastern Yin-Yang Model of Change
- 9: Gerald F. Davis and Eun Woo Kim: Social Movements and Organizational Change
- 10: Craig Prichard and Douglas Creed: Agency in Social Movements as Sources of Change
- 11: Laurie Lewis: Stakeholder Model of Change
- 12: Rosie Oswick, Cliff Oswick, and David Grant: Critical Approaches and Perspectives on Organizational Change
- III. Life Cycle Models of Change
- 13: Marshall Scott Poole and Andrew H. Van de Ven: The Life Cycle Process Model
- 14: Alfred Marcus and Joel Malen: Hedging: Organziational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes
- 15: Brian T. Pentland and Kenneth T. Goh: Organizational Routines and Organizational Change
- 16: Vibha Gaba and Alan D. Meyer: Discontinuous Change in Organizations and Fields
- 17: Evelyn Micelotta, Michael Lounsbury, and Royston Greenwood: Institutional Change
- IV. Evolutionary Models of Change
- 18: Joel A. C. Baum and Hayagreva Rao: Evolutionary Dynamics of Organziational Populations and Communities
- 19: Anne Miner, Mary Crossan, and Cara Maurer: VSR Models of Change as Normative Practical Theory
- 20: Kevin J. Dooley: Conceptualizing Organizational Change Through the Lens of Complexity Science
- 21: Daniel Albert and Martin Ganco: Landscape Models of Complex Change
- V. Hybrid Change Process Models
- 22: Raghu Garud and Marja Turunen: Microfoundations of Innovation as Process: Usher's Cumulative Synthesis Model
- 23: James W. Dearing: Diffusion of Innovations
- 24: Jennifer Woolley: Processes of Emergence and Change in Industry and Ecosystem Infrastructure
- 25: Michele Shumate and Zachary Gibson: Interorganizational Network Change
- 26: Moshe Farjoun: The Becoming of Change in 3D: Dialectics, Darwin, and Dewey
- VI. Core Aspects in all Change Models
- 27: Tor Hernes, Anthony Hussenot, and Kätlin Pulk: Time and Temporality of Change Processes: Applying An Event-Based View to Integrate Episodic and Continuous Change
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About the author
Marshall Scott Poole is the David L. Swanson Professor of Communication, Senior Research Scientist at the National Center for Supercomputing Applications, and Director of I-CHASS: The Institute for Computing in the Humanities, Arts, and Social Sciences at the University of Illinois. He is also a CCSS Fellow in the Organization Science Program at Vrije University in Amsterdam, Netherlands.
Andrew H. Van de Ven is Professor Emeritus in the Carlson School of the University of Minnesota, and former President of the Academy of Management.
Summary
Why and what organizations change is generally well known; how organizations change is therefore the central focus of this Handbook. Leading scholars focus on processes of change and the factors that influence these processes, with the organization as the central unit of analysis.
