The Oxford Handbook of Organizational Change and Innovation by Poole, Marshall Scott; Van de Ven, Andrew;

Series: Oxford Handbooks;

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Product details:

Edition number 2
Publisher OUP Oxford
Date of Publication 25 May 2021

ISBN 9780198845973
Binding Hardback
No. of pages962 pages
Size 254x181x56 mm
Weight 1822 g
Language English

Short description:

Why and what organizations change is generally well known; how organizations change is therefore the central focus of this Handbook. Leading scholars focus on processes of change and the factors that influence these processes, with the organization as the central unit of analysis.

Long description:

Organizational change and innovation are central and enduring issues in management theory and practice. Dramatic changes in population demographics, technology, competitive survival, and social, economic, and environmental health and sustainability concerns means the need to understand how organizations repond to these shifts through change and innovation has never been greater. Why and what organizations change is generally well known; how organizations change is therefore the central focus of this Handbook. It focuses on processes of change -- or the sequence of events in which organizational characteristics and activities change and develop over time -- and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process?; what are the key concepts and models for understanding organization change and innovation?; and how should we study change and innovation? This Handbook presents critical evolving scholarship from leading experts across a range of disciplines, and explores its implications for future research and practice.

Introduction: Central Issues In The Study of Organizational Change and Innovation
I. Teleological Models of Change
Historical Currents in Scholarship of Organization Change
Dualities and Tensions in Ongoing Development of Organization Development
Upside-Down Organizational Change: Sensemaking, Sensegiving, and the New Generation
Organization Identity and Culture Change
An Effectual Entrepreneurial Model of Organizational Change:Acting on, Reacting to, and Interacting With Markets as Artifacts
II. Dialectical Models of Change
The Paradox Perspective and the Dialectics of Contradictions Research
Eastern Yin-Yang Model of Change
Social Movements and Organizational Change
Agency in Social Movements as Sources of Change
Stakeholder Model of Change
Critical Approaches and Perspectives on Organizational Change
III. Life Cycle Models of Change
The Life Cycle Process Model
Hedging: Organziational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes
Organizational Routines and Organizational Change
Discontinuous Change in Organizations and Fields
Institutional Change
IV. Evolutionary Models of Change
Evolutionary Dynamics of Organziational Populations and Communities
VSR Models of Change as Normative Practical Theory
Conceptualizing Organizational Change Through the Lens of Complexity Science
Landscape Models of Complex Change
V. Hybrid Change Process Models
Microfoundations of Innovation as Process: Usher's Cumulative Synthesis Model
Diffusion of Innovations
Processes of Emergence and Change in Industry and Ecosystem Infrastructure
Interorganizational Network Change
The Becoming of Change in 3D: Dialectics, Darwin, and Dewey
VI. Core Aspects in all Change Models
Time and Temporality of Change Processes: Applying An Event-Based View to Integrate Episodic and Continuous Change
Emotionality and Change
Must We Change? The Dark Side of Change and Change Resistance
Change That Concludes
Theories of Organizational Change as Assemblages
VII. Reflections
From Resistance to Resilience
The Performative "Picture": Thinking About Change as if Change Mattered
Dialectical Change Models: An Escher-Inspired Reflection
Connecting More Deeply with Life in Organizations
Exogneous and Endogenous Change: Entangled Views