Description
Book SynopsisVolume 27 of
Research in Organizational Change and Development introduces thought-provoking insights on inclusivity within organizations. These include: the philosophical foundation of organization development and change; positive organizational scholarship as a scientific base for sustainable change; the practice of humility and humble behaviors; a socio-economic approach to organization development enhancing the compatibility between the human system, stakeholders, and stockholders; the importance of collaborative effort across hierarchies and vertical boundaries, despite tensions that undermine middle managers' role as change agent; the use of top-down and bottom-up processes to link attitudes and enhance levels of engagement; how leaders in social enterprise development continuously respond to common paradoxes of engagement; and, finally, enhancing a culture of inclusive, agile and thriving teams in environments of continuous change. The diverse collaborative contributions by leading scholars and scholar-practitioners from across the globe provide an enriching body of knowledge on contemporary challenges in organizational change and development.
Trade ReviewThis volume compiles eight essays by business, management, and other researchers from North America, Europe, and Australia, who explore organizational change and development. They discuss a social science philosophy of organization development and change; positive organizational scholarship and the role it plays in change; humility in collaborative organization development and change work; a socioeconomic approach to organizational development, using the case study of a Belgian subsidiary of a large company traded on Wall Street; tensions that middle managers experience in leading change; facilitating change through groups; how leaders in social entrepreneurship develop organizational resources in the context of paradoxes of engagement; and enhancing a culture of inclusive, agile, and thriving teams to help organizations' resilience in an environment of continuous change. -- Annotation ©2019 * (protoview.com) *
Table of ContentsTOWARDS A SOCIAL SCIENCE PHILOSOPHY OF ORGANIZATION DEVELOPMENT AND CHANGE;
David Coghlan, Abraham B. (Rami) Shani and George W. Hay POSTIVE ORGANIZATIONAL SCHOLARSHIP AND AGENTS OF CHANGE;
Kim S. Cameron and Robert E. Quinn HUMILITY AS AN ENABLER OF ORGANIZATIONAL GROWTH AND CHANGE;
Melissa A. Norcross and Michael R. Manning A SOCIO-ECONOMIC APPROACH TO ORANIZATIONAL DEVELOPMENT: CASE STUDY OF A SOCIO-ECONOMIC INTERVENTION IN THE BELGIUM SUBSIDIARY OF A LARGE COMPANY TRADED ON WALL STREET;
Olivier Voyant, Frantz Datry, Amandine Savall, Véronique Zardet and Marc Bonnet KEY TENSIONS IN PURPOSIVE ACTION BY MIDDLE MANAGERS LEADING CHANGE;
Jean E. Neumann, Kim Turnbull James and Russ Vince FACILITATING CHANGE THROUGH GROUPS: FORMATION OF COLLECTIVE ATTITUDES TOWARDS CHANGE;
Dave Bouckenooghe, Gavin M. Schwarz, Bradley Hastings and Sandor G. Lukacs de Pereny LEADING IN SOCIAL ENTREPRENEURSHIP: DEVELOPING ORGANIZATIONAL RESOURCES IN CONFRONTATION WITH PARADOXES;
Laura Galuppo, Mara Gorli, Benjamin N. Alexander and Giuseppe Scaratti EXPLORING AGILE THRIVING TEAMS IN CONTINUOUS CHANGE ENVIRONMENTS;
Rachael L. Narel, Therese Yaeger and Peter Sorenson
