Bøger i Research in Organizational Change and Development serien

Volume 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.

Volume 28 of Research in Organizational Change and Development continues the tradition of providing insightful and thought provoking chapters with new conceptual insights and robust empirical studies. This volume provides an enriching body of knowledge on contemporary challenges in organizational change and development.

Volume 27 continues the diversity and inclusivity of the Research in Organizational Change and Development series through insightful, thought provoking chapters with new conceptual insights and robust empirical studies. This volume includes contributions from Australia, Canada, France, Ireland, Italy, United Kingdom and United States.

This volume provides new conceptual insights to help organizations improve health and wellbeing in society. Some chapters do this by addressing macro-level change, some by highlighting evidence-based change at the micro level, and others by extending theory and integrating perspectives that heretofore have remained separate.

This volume brings forth the latest scholarly work and practice in the fields of organization development and change. It is a resource for scholars who are interested in well-integrated reviews of the literature, advances in research methods, and ideas about practice that open new ways of working with organizations.

Volume twenty-four of Research in Organizational Change and Development continues the tradition of providing a platform for scholars, practitioners, and scholar-practitioners to share new thought provoking, research-based insights. Collaboration of various kinds is an underlying theme of the manuscripts in this volume.

Over 22 Volumes and 25 years, the Research in Organizational Change and Development series has offered publication outlets for papers addressing a wide array of topics related to organization development interventions and research.

These manuscripts provide an intriguing collection that capture and provide value to the real work of creating a sustainable field of study and practice - organization change and development - and sustainable organizations.

This book brings new perspectives to classic issues in the field such as organizational complexity, change leadership, emotional intelligence and interorganizational change.

In this diverse volume 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).

An annual publication featuring studies and theoretical work dealing with the topic of change in organizational settings. Showcasing the approaches to organizational research, whether they be quantitative or qualitative in nature, it includes papers that bring fresh perspectives to classic issues in the field such as resistance and communication.

Explores the dynamics of time in organizational change, proposing the use of the concept of "flow time." This book examines the issue of excessive change in organizations, which are defined as the simultaneous pursuit of multiple unrelated changes.

Contains nine papers that address the challenges in organizational change, report the results of change-related research, and advocate methodological advances in the field.

The theoretical frames outlined in this volume on research in organizational change and development in the range from perspectives that are relatively undeveloped (for example chaos theory), to perspectives and ideas that have been in widespread use for many years (such as action research).

Contains papers that range from explorations of individual action in organizational change to studies of multiple organizations. This volume contains chapters that demonstrate the expanding boundaries of the field.

This volume covers such topics as psychological ownership in organizations, employee perceptions of fairness when human resource systems change, a culture-based perspective of organization development implementation, and mapping the progress of change through organizational levels.

Dealing with the field of organization change and development, this series provides overviews of different paradigms of research in the field.

Covers such topics as locating meaning making in organizational learning, internalization and the firm's growth, the psychology of organizational transactions, and organizational design and organizational development solutions to the problem of R&D-marketing integration.

Part of a series on research in organizational change and development, this book deals with such topics as practitioner attitudes to the field of organizational development and the effects of union status on employee involvement.

Covers such topics as psychological ownership in organizations, employee perceptions of fairness when human resource systems change, a culture-based perspective of organization development implementation, and mapping the progress of change through organizational levels.

Part of a series presenting scholarly thinking about research and concepts related to the transformation of organizations. The papers presented in Volume 14 address practical, conceptual and methodological issues in the field of organizational change.

Ideas which are comfortable and familiar are not likely to challenge or transform our thinking. As humans, our need to reduce cognitive dissonance causes us to seek the familiar and reject the unfamiliar, often without reflection. This work is a statement of the vibrancy and changing nature of the field of organizational change and development.