Description
Book SynopsisThe
Handbook of Research Methods in Organizational Change offers innovative and practical information to aid in the successful implementation of research methodologies. Written by a collective of experienced scholars, it provides inspiration for future academics wishing to advance research into human system changes.
Presenting traditional, modern and potential future research methods within the field of organizational change and development, the Handbook offers practical guidance on how to carry out a wide range of different research methods, from rapid response to action research. Chapters explore the methods aligned with the phenomena of organizational change, as well as the various ontologies, epistemologies, frameworks, and values that researchers of organizational change adopt. The Handbook ultimately calls for the discipline to challenge existing paradigms and rethink its approaches to advancing knowledge regarding organizational change.
This stimulating Handbook will be valuable for students and scholars of business and innovation hoping to conduct research into what transformational change on such a grand scale requires. Its expert insights will also be beneficial for scholars of interconnected disciplines such as sociology and psychology.
Trade Review‘With their invitation to revitalize how we research change, this edited volume by David Szabla, David Coghlan, Bill Pasmore, and Jennifer Kim challenges all of us to think and rethink a pathway forward on perpetual research method questions (and problems.) As a practical, useful, and timely addition to what we often think we know and what we already do, the volume is just what is needed as the world deals with even more change and turbulence in the current organizational and societal climate. Whether you are a serious scholar, a pragmatic practitioner, or anything in between, the topics raised speak to how our work can engage and lead conversations on researching change and its practice.’ -- Gavin Schwarz, UNSW Sydney, Australia
‘Given the rapidly escalating call for evidence-based knowledge in management and organizations, the Handbook of Research Methods in Organizational Change
could not have come at a more crucial time. This is especially the case for research-based understanding of organization change, where fads, testimonials, and opinions have long steered knowledge in the field. The Handbook offers a comprehensive and up-to-date account of research methods for developing valid knowledge of all stages and facets of organization change. I heatedly applaud the Handbook contributors for bringing the organization change field onto more solid evidence-based footing.’ -- Thomas G. Cummings, USC Marshall School of Business, US
Table of ContentsContents: PART I INTRODUCTION 1 An invitation to revitalize research into organizational change 2 William Pasmore and David B. Szabla PART II METHODS FOUNDATIONAL 2 Action research as the social science of change and changing 19 David Coghlan 3 Conducting processual research on organisation change 47 Deepak Saxena and Joe McDonagh 4 The grounded theory methodology: over fifty years of inquiry! 69 John Loonam 5 Longitudinal research methods for studying processes of organizational change 88 Elaine Rabelo Neiva and Leonardo Fernandes Martins CONTEMPORARY 6 Psychoanalytic and socioanalytic approaches to organizational change research 124 Susan Long 7 Qualimetric intervention-research as an approach to studying organizational change 150 Henri Savall, Véronique Zardet, Marc Bonnet, and Anthony F. Buono 8 Collaborative management research: theoretical foundations, mechanisms and practices 172 Abraham (Rami) B. Shani 9 Learning history: engaging multiple perspectives for learning 194 Margaret Gearty 10 Principles for productive inquiry into ICT-enabled change in organisations 221 Joe McDonagh 11 Using participatory mixed methods to study “grand challenges”: an illustrative case of diversity, equity, and inclusion change research in organizations 242 Regina Kim and Yunzi (Rae) Tan EMERGING 12 Conducting phenomenon-driven rapid-response research to explore disruption and its impact on the minority experience 261 Jennifer Y. Kim and Zhida Shang 13 Collaborative Developmental Action Inquiry: a new paradigm for leadership and organizational change research 281 William R. Torbert and Sofia-Jeanne Caring 14 Advancing Strong Structuration Theory in organizational change research 299 David B. Szabla and David A. Jarrett 15 Design science for organizational change: how design theory uncovers and shapes generativity logics in organizations 327 Pascal Le Masson, Agathe Gilain, Armand Hatchuel, Caroline Jobin, Maxime Thomas, Chipten Valibhay, and Benoit Weil 16 Longitudinal designs, Big Data, and social network analysis in organization development and change research 355 Ramkrishnan (Ram) V. Tenkasi, William (Bart) Brock, and Donna L. Ogle 17 X-Ray Vision: a research tool for uncovering system psychodynamics to advance organization change 397 Debra A. Noumair and Jacqueline D. Jenkins 18 Applying data science in organizational change research 431 Joshua Elmore PART III REFLECTIONS 19 Ethical dilemmas in collaborative action research 452 Tobias Fredberg and Johanna E. Pregmark 20 Reflections on the identity journey of a budding organizational change scholar or insights on constructing a meaningful research path and life 467 Julie Bayle-Cordier 21 Reflections on guiding doctorates in organizational change 486 David Coghlan and Jennifer Y. Kim Index 510
