Description
Book SynopsisThis 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.
Trade Review"This is an indispensable series for anyone who cares about organizational change. Its chapters introduce new ways of thinking about change, provide comprehensive reviews of particular topics regarding change, and stimulate both new research on change and ways to improve its practice. I recommend it for anyone who is willing to have their understandings of change expanded and deepened." (Jean M. Bartunek, Robert A. and Evelyn J. Ferris Chair, Department of Organization Studies, Boston College, USA)"
Table of ContentsList of Contributors. Preface. Developing an Effective Organization: Intervention Method, Empirical Evidence, and Theory. Strategic Change and the Jazz Mindset: Exploring Practices that Enhance Dynamic Capabilities for Organizational Improvisation. Communication for Change: Transactive Memory Systems as Dynamic Capabilities. Developing and Sustaining Change Capability VIA Learning Mechanisms: A Longitudinal Perspective on Transformation. Mapping Momentum Fluctuations During Organizational Change: A Multistudy Validation. Toward a Dynamic Description of the Attributes of Organizational Change. Revisiting Social Space: Relational Thinking about Organizational Change. Tipping the Balance: Overcoming Persistent Problems in Organizational Change. About the contributors. Research in organizational change and development. Research in organizational change and development. Research in organizational change and development. Copyright page.
