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Research in Organizational Change and Development最新文献

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Toward Reconfiguring Sociotechnical Systems Design: Digitally Infused Work Systems and the “Platform-STS” 重新配置社会技术系统设计:数字化工作系统和“平台- sts”
Research in Organizational Change and Development Pub Date : 2021-11-26 DOI: 10.1108/s0897-301620210000029004
Oǵuz N. Babüroǵlu, J. Selsky
{"title":"Toward Reconfiguring Sociotechnical Systems Design: Digitally Infused Work Systems and the “Platform-STS”","authors":"Oǵuz N. Babüroǵlu, J. Selsky","doi":"10.1108/s0897-301620210000029004","DOIUrl":"https://doi.org/10.1108/s0897-301620210000029004","url":null,"abstract":"","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131959801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 4
Prelims 预备考试
Research in Organizational Change and Development Pub Date : 2020-07-31 DOI: 10.1108/s0897-301620200000028010
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引用次数: 0
Facilitating Change through Groups: Formation of Collective Attitudes toward Change 通过群体促进变革:形成对变革的集体态度
Research in Organizational Change and Development Pub Date : 2019-07-15 DOI: 10.1108/S0897-301620190000027009
D. Bouckenooghe, G. Schwarz, Bradley J. Hastings, Sandor G. Lukacs de Pereny
{"title":"Facilitating Change through Groups: Formation of Collective Attitudes toward Change","authors":"D. Bouckenooghe, G. Schwarz, Bradley J. Hastings, Sandor G. Lukacs de Pereny","doi":"10.1108/S0897-301620190000027009","DOIUrl":"https://doi.org/10.1108/S0897-301620190000027009","url":null,"abstract":"Abstract \u0000The vast majority of interventions during organizational change tend to focus on individually-held attitudes toward change. However, groups often form collective attitudes that are distinct from those held by its individual members, and organizational change often necessitates collective attitude change within teams, work units, or even the entire organization. We challenge the dominant view that collective attitudes to organizational change merely reflect an aggregation of individual attitudes by considering how and why collectively-held change attitudes are formed and activated. Drawing on social network theory, we propose an alternative approach toward an understanding of change. Acknowledging and detailing attitude formation as a social response to change – a social system of interaction among change recipients – we explain how collective attitudes to organizational change emerge. With this stance, individuals may hold broad and differing attitudes, but as a group can come together to share a collective attitude toward change. Using this approach, we explain how collective attitudes and individual attitudes are linked through top-down or bottom-up processes, or a combination of both. Developing this alternative perspective improves our understanding of how collective attitudes to change develop and evolve and enables both scholars and practitioners to better manage and influence the formation of change-supportive collective attitudes.","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"121 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116059039","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 4
Leading in Social Entrepreneurship: Developing Organizational Resources in Confrontation with Paradoxes 领导社会企业家精神:悖论对抗中的组织资源开发
Research in Organizational Change and Development Pub Date : 2019-07-15 DOI: 10.1108/S0897-301620190000027010
L. Galuppo, M. Gorli, Benjamin N. Alexander, G. Scaratti
{"title":"Leading in Social Entrepreneurship: Developing Organizational Resources in Confrontation with Paradoxes","authors":"L. Galuppo, M. Gorli, Benjamin N. Alexander, G. Scaratti","doi":"10.1108/S0897-301620190000027010","DOIUrl":"https://doi.org/10.1108/S0897-301620190000027010","url":null,"abstract":"Abstract \u0000The purpose of this chapter is to examine how leaders furthered the development of a social enterprise in response to paradoxes. Data on leadership practices were collected through interviews and observations in an Italian Healthcare network over the organization’s first two years. The data indicate that leaders addressed paradoxes in developing several critical resources by using both top-down influence and bottom-up participation. Leaders used top-down practices to further organizational development along a known path when they could leverage technical expertise or a vision to address a source of tension. Bottom-up practices, on the other hand, permitted the discovery of new paths that had not been previously identified. Leaders leveraged such responses where tensions appeared intractable. Implications for managers and organizational development and change practitioners are discussed.","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122068100","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 5
Exploring Agile Thriving Teams in Continuous Change Environments 在持续变化的环境中探索敏捷团队
Research in Organizational Change and Development Pub Date : 2019-07-15 DOI: 10.1108/S0897-301620190000027011
R. Narel, Therese F. Yaeger, Peter F. Sørensen
{"title":"Exploring Agile Thriving Teams in Continuous Change Environments","authors":"R. Narel, Therese F. Yaeger, Peter F. Sørensen","doi":"10.1108/S0897-301620190000027011","DOIUrl":"https://doi.org/10.1108/S0897-301620190000027011","url":null,"abstract":"The environment in which businesses operate today is uncertain, chaotic, and changing at a more rapid pace than ever before. In this new dynamic world, current approaches to organizational design and processes are not as effective as they have been. Recent research has provided insight into organizational agility as a method to help organizations survive and thrive in these environments. A divergent body of literature is presented that explores agility, learning, and thriving. An exploratory mixed-methods study was conducted at the team level to examine the relationship between these constructs as well as their relationship to performance. Based on the results, we present a series of propositions for future research and provide an illustration of the Components of Agile and Thriving teams to be used as its foundation. The discussion serves to synthesize these initial findings and provide both implications for practice as well as theory.","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121396335","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 4
Humility as an Enabler of Organizational Growth and Change 谦逊是组织成长和变革的推动者
Research in Organizational Change and Development Pub Date : 2019-07-15 DOI: 10.1108/S0897-301620190000027005
Melissa A. Norcross, M. Manning
{"title":"Humility as an Enabler of Organizational Growth and Change","authors":"Melissa A. Norcross, M. Manning","doi":"10.1108/S0897-301620190000027005","DOIUrl":"https://doi.org/10.1108/S0897-301620190000027005","url":null,"abstract":"Abstract \u0000The presence and practice of individual and organizational humility has the power to enable organizational growth and change. Humility drives behaviors associated with learning and the ability to embrace the value of existing mental models while valuing the insights offered by new perspectives and approaches. This paradox-savvy practice, observed in humble individuals and organizations, allows them to appropriately value what is working about the existing system while simultaneously embracing the need for change. Our research finds humble behaviors emerging within psychologically safe environments that foster an attitude of inquiry, kinship, extraordinary collaboration, and professional excellence. Humble behaviors, at every organizational level, appear to enhance both individual and group capabilities that drive long term strategic advantage. Five capabilities were identified in our research: diverse networks, shared values, flexibility and adaptability, judgment and decision-making, and organizational learning. We bring these concepts to life by synthesizing established and emerging research, as well as diving deeply into an empirical case study that leverages humble practices in order to effectively drive organizational change. We argue that humility can impact organizing at all levels (individuals, leaders, followers, teams, executives, and organizations) and in so doing create the conditions in which sustainable organizational change can flourish.","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127485457","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 4
Toward a Social Science Philosophy of Organization Development and Change 论组织发展与变革的社会科学哲学
Research in Organizational Change and Development Pub Date : 2019-07-15 DOI: 10.1108/S0897-301620190000027003
D. Coghlan, A. Shani, George W. Hay
{"title":"Toward a Social Science Philosophy of Organization Development and Change","authors":"D. Coghlan, A. Shani, George W. Hay","doi":"10.1108/S0897-301620190000027003","DOIUrl":"https://doi.org/10.1108/S0897-301620190000027003","url":null,"abstract":"Abstract \u0000This chapter informs current research and practice in organization development and change (ODC) with an actionable knowledge of the social science philosophies. It adds value to the scholarship of ODC by charting the progression of philosophies of social science, by showing how researchers in ODC structure their inquiry based on the inherent philosophical dimensions, and by offering useful and actionable knowledge for research and practice. The aim of the chapter is to reflect on the practice of ODC as a social science and to consolidate its social science philosophies so to provide solid philosophical and methodological foundations for the field.","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123412870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 9
A Socio-economic Approach to Organizational Development: Case Study of a Socio-economic Intervention in the Belgium Subsidiary of a Large Company Traded on Wall Street 组织发展的社会经济方法:一家在华尔街上市的大公司比利时子公司的社会经济干预案例研究
Research in Organizational Change and Development Pub Date : 2019-07-15 DOI: 10.1108/S0897-301620190000027007
Olivier Voyant, Frantz Datry, A. Savall, Véronique Zardet, M. Bonnet
{"title":"A Socio-economic Approach to Organizational Development: Case Study of a Socio-economic Intervention in the Belgium Subsidiary of a Large Company Traded on Wall Street","authors":"Olivier Voyant, Frantz Datry, A. Savall, Véronique Zardet, M. Bonnet","doi":"10.1108/S0897-301620190000027007","DOIUrl":"https://doi.org/10.1108/S0897-301620190000027007","url":null,"abstract":"Abstract \u0000This chapter presents a case study involving a socio-economic Organizational Development (OD) project carried out in a European subsidiary of a large multinational corporation traded on the New York Stock Exchange. This research case study, one of the 1,854 socio-economic interventions undertaken by the ISEOR research center, was chosen for its good illustration of the OD engineering process. It connects the dots between OD and financial performance, between immediate results and the creation of potential. We look at some of the tools and methods, such as overhauling loss and profit accounts and balance sheets with an eye on socio-economic balance, to illustrate socioeconomic tools at work and how they help enhance compatibility between the objectives of all stakeholders, including shareholders. With this case study, we also set out to provide food for thought on the contribution of socio-economic OD to the construction of socially responsible capitalism (Savall et al., 2015).","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121713785","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Positive Organizational Scholarship and Agents of Change 积极的组织学术和变革的推动者
Research in Organizational Change and Development Pub Date : 2019-07-15 DOI: 10.1108/S0897-301620190000027004
R. Quinn, K. Cameron
{"title":"Positive Organizational Scholarship and Agents of Change","authors":"R. Quinn, K. Cameron","doi":"10.1108/S0897-301620190000027004","DOIUrl":"https://doi.org/10.1108/S0897-301620190000027004","url":null,"abstract":"Abstract \u0000In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.","PeriodicalId":270361,"journal":{"name":"Research in Organizational Change and Development","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133983817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 9
Prelims 预备考试
Research in Organizational Change and Development Pub Date : 2019-06-24 DOI: 10.1108/s0897-301620190000027002
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引用次数: 0
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