Volume 29 of Research in Organizational Change and Development includes ten contributions from colleagues around the globe with powerful insights and potentially relevant impact for researching and practicing organization change and development during and post the pandemic.
Notes towards a philosophy of action learning research. Action Learning: Research and Practice, 7(2), 193–203. Coughlan, P., & Coghlan, D. (2011). Collaborative strategic improvement through network action learning.
The forgiving organization: A multilevel model of forgiveness at work. Academy of Management Review, 37, 664*688. Fineman, S. (1996). Emotional subtexts in corporate greening. Organization Studies, 17, 4794500.
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 ...
Part of a series which presents research on global strategic management, this volume focuses on the corporate response to global change.
Ideas which are comfortable and familiar are not likely to challenge or transform our thinking.
In this bestselling text, author Donald L. Anderson provides students with the organization development tools they need to succeed in today’s challenging environment of increased globalization, rapidly changing technologies, economic ...
Bielawski, B., & Epstein, I. (1984). Assessing program stabilization: An extension of the differential evaluation model. Administration in Social Work, 8(4), 13-23. Bloedorn, J. (1970). Application of system analysis approach to social ...
The book provides a good open-systems introduction to the topic of organization change, presenting the big concepts in a way that managers can use.
This textbook covers the fundamentals of organizational development and change (ODC) theory while offering a comprehensive, structured, and systematic approach to guide change management strategies at the organization level.
Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22(1), 59–80. Zorn, T. E., Christensen, L. T., & Cheney, G. (1999). Do we really want constant change?