Pub Date : 2020-02-05DOI: 10.1080/14697017.2020.1720774
Sarah Turgut, Anna Elisabeth Neuhaus
ABSTRACT The perspective on career management has shifted from an organization’s responsibility to the individual ownership regarding one’s own career. Based on person-environment fit theory, the authors investigate how change resistant employees engage in individual career management activities. Occupational self-efficacy is tested as an underlying mechanism of this relationship. Organizational identification is examined as boundary condition affecting the relationship of dispositional resistance to change and individual career management. Using an employee survey of 157 participants, bootstrapping analyses reveal that dispositional resistance to change is negatively related to individual career management (i.e. career planning and career networking). Occupational self-efficacy is found to mediate these relationships. Moreover, low organizational identification strengthens the relationship between dispositional resistance to change and career planning; no significant interaction effect could be found for career networking. The authors conclude that organizations should offer personnel and organizational development measures to support their employees and create a development-focused organizational culture.
{"title":"The Relationship Between Dispositional Resistance to Change and Individual Career Management: A Matter of Occupational Self-Efficacy and Organizational Identification?","authors":"Sarah Turgut, Anna Elisabeth Neuhaus","doi":"10.1080/14697017.2020.1720774","DOIUrl":"https://doi.org/10.1080/14697017.2020.1720774","url":null,"abstract":"ABSTRACT The perspective on career management has shifted from an organization’s responsibility to the individual ownership regarding one’s own career. Based on person-environment fit theory, the authors investigate how change resistant employees engage in individual career management activities. Occupational self-efficacy is tested as an underlying mechanism of this relationship. Organizational identification is examined as boundary condition affecting the relationship of dispositional resistance to change and individual career management. Using an employee survey of 157 participants, bootstrapping analyses reveal that dispositional resistance to change is negatively related to individual career management (i.e. career planning and career networking). Occupational self-efficacy is found to mediate these relationships. Moreover, low organizational identification strengthens the relationship between dispositional resistance to change and career planning; no significant interaction effect could be found for career networking. The authors conclude that organizations should offer personnel and organizational development measures to support their employees and create a development-focused organizational culture.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"171 - 188"},"PeriodicalIF":3.0,"publicationDate":"2020-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1720774","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46386227","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}
Pub Date : 2020-02-02DOI: 10.1080/14697017.2020.1720775
Olaug Øygarden, A. Mikkelsen
ABSTRACT Translation studies have shown that management ideas and practices change as they travel between contexts, and that there are regularities in how they are translated through editing. We, however, know less about what facilitates good translations, i.e. the translation of new ideas and practices into working practices or routines that contribute to the attainment of organizational goals. This study investigates how the concept of readiness for change can increase our understanding of translation processes and translation outcomes through following an intra-organizational translation of a new management idea and practice in a hospital. The aim is to identify how the use of editing rules in a strategic translation process impacts readiness for change. It is also to identify how readiness influences the use of editing rules and translation practices in an operative translation process and the resulting differences in the quality of translation outcomes. This study finds that strategic translations may foster readiness for change. Readiness furthermore enables inclusive operative translation processes in which editing practices and translation rules are used to thoroughly rework a new management idea and practice into a good translation. MAD statement Management ideas and practices change as they travel to new organizational settings – they are translated. Not all translation outcomes contribute to the attainment of organizational goals. This paper argues that readiness for change is a key concept in understanding translation processes and the quality of translation outcomes. Change initiators may foster readiness for change among operative level employees through strategic translations. When readiness is high, a further operative translation process including a wide range of participants as translators may thoroughly rework the new idea and practice into new, constructive work practices that enable the organization to attain important goals.
{"title":"Readiness for Change and Good Translations","authors":"Olaug Øygarden, A. Mikkelsen","doi":"10.1080/14697017.2020.1720775","DOIUrl":"https://doi.org/10.1080/14697017.2020.1720775","url":null,"abstract":"ABSTRACT Translation studies have shown that management ideas and practices change as they travel between contexts, and that there are regularities in how they are translated through editing. We, however, know less about what facilitates good translations, i.e. the translation of new ideas and practices into working practices or routines that contribute to the attainment of organizational goals. This study investigates how the concept of readiness for change can increase our understanding of translation processes and translation outcomes through following an intra-organizational translation of a new management idea and practice in a hospital. The aim is to identify how the use of editing rules in a strategic translation process impacts readiness for change. It is also to identify how readiness influences the use of editing rules and translation practices in an operative translation process and the resulting differences in the quality of translation outcomes. This study finds that strategic translations may foster readiness for change. Readiness furthermore enables inclusive operative translation processes in which editing practices and translation rules are used to thoroughly rework a new management idea and practice into a good translation. MAD statement Management ideas and practices change as they travel to new organizational settings – they are translated. Not all translation outcomes contribute to the attainment of organizational goals. This paper argues that readiness for change is a key concept in understanding translation processes and the quality of translation outcomes. Change initiators may foster readiness for change among operative level employees through strategic translations. When readiness is high, a further operative translation process including a wide range of participants as translators may thoroughly rework the new idea and practice into new, constructive work practices that enable the organization to attain important goals.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"220 - 246"},"PeriodicalIF":3.0,"publicationDate":"2020-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1720775","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48507339","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}
Pub Date : 2020-01-30DOI: 10.1080/14697017.2020.1720776
F. Mir, Davar Rezania, R. Baker
ABSTRACT Pluralistic organizations face the challenge of managing the co-existence of multiple sets of assumptions associated with each institutional logic. This multiplicity of assumptions problematizes the findings from the change management literature that for successful change management, the normative assumptions of the change initiative should be congruent with the organizational normative assumptions. One of the organizational mechanisms in which the normative assumptions are encoded and enacted is the system of accountability, hence in pluralistic organizations, there is a need to understand the role of the interplay of the normative accountability assumptions of the change initiative with the multiple sets of accountability assumptions representing individual logics within the organization. This study examines the case of a project to renew a strategic framework of a Canadian public university. The project diverged from the existing governance practices and their associated accountability assumptions that represented the institutional logic of managerialism. We found that this project was widely accepted, despite deviating from the institutional logic that supported existing practices, because its accountability assumptions were congruent with co-existing and deeply-rooted, democratic logic within the organization. Our findings contribute to the change management literature by highlighting the role of normative accountability assumptions in change management within pluralistic organizations.
{"title":"Managing Change in Pluralistic Organizations: The Role of Normative Accountability Assumptions","authors":"F. Mir, Davar Rezania, R. Baker","doi":"10.1080/14697017.2020.1720776","DOIUrl":"https://doi.org/10.1080/14697017.2020.1720776","url":null,"abstract":"ABSTRACT Pluralistic organizations face the challenge of managing the co-existence of multiple sets of assumptions associated with each institutional logic. This multiplicity of assumptions problematizes the findings from the change management literature that for successful change management, the normative assumptions of the change initiative should be congruent with the organizational normative assumptions. One of the organizational mechanisms in which the normative assumptions are encoded and enacted is the system of accountability, hence in pluralistic organizations, there is a need to understand the role of the interplay of the normative accountability assumptions of the change initiative with the multiple sets of accountability assumptions representing individual logics within the organization. This study examines the case of a project to renew a strategic framework of a Canadian public university. The project diverged from the existing governance practices and their associated accountability assumptions that represented the institutional logic of managerialism. We found that this project was widely accepted, despite deviating from the institutional logic that supported existing practices, because its accountability assumptions were congruent with co-existing and deeply-rooted, democratic logic within the organization. Our findings contribute to the change management literature by highlighting the role of normative accountability assumptions in change management within pluralistic organizations.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"123 - 145"},"PeriodicalIF":3.0,"publicationDate":"2020-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1720776","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41582340","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}
Pub Date : 2020-01-27DOI: 10.1080/14697017.2020.1720777
Grégory Jemine, Christophe Dubois, François Pichault
ABSTRACT In the last decade, the interest of managers and professionals for New Ways of Working (NWoW) has grown rapidly, as evidenced by multiple firms claiming to implement ‘NWoW workspaces’ in Belgium and in the Netherlands. NWoW is often used as a convenient umbrella term to designate a set of organizational adjustments that include open and ‘flexible’ workspaces, new IT tools, as well as cultural and managerial transformations believed to be ‘innovative’. While the academic literature has investigated several cases of NWoW workspaces through post-occupancy studies, there is at the present time no research available on the change process leading to these transformations. The ambition of the paper is to conceptualize NWoW as projects of organizational change subject to politics and power games. Through an empirical study of a multi-site media company implementing a NWoW project, the paper illustrates three implications of a political conception of NWoW. First, the ability of local actors to bargain and to twist the strategic intentions of the deciding authorities is highlighted. Second, the study underlines the crucial role of key intermediaries in designing NWoW projects. Third, participative approaches of change are critically discussed. The paper also provides recommendations for future research on NWoW.
{"title":"When the Gallic Village Strikes Back: The Politics Behind ‘New Ways of Working’ Projects*","authors":"Grégory Jemine, Christophe Dubois, François Pichault","doi":"10.1080/14697017.2020.1720777","DOIUrl":"https://doi.org/10.1080/14697017.2020.1720777","url":null,"abstract":"ABSTRACT In the last decade, the interest of managers and professionals for New Ways of Working (NWoW) has grown rapidly, as evidenced by multiple firms claiming to implement ‘NWoW workspaces’ in Belgium and in the Netherlands. NWoW is often used as a convenient umbrella term to designate a set of organizational adjustments that include open and ‘flexible’ workspaces, new IT tools, as well as cultural and managerial transformations believed to be ‘innovative’. While the academic literature has investigated several cases of NWoW workspaces through post-occupancy studies, there is at the present time no research available on the change process leading to these transformations. The ambition of the paper is to conceptualize NWoW as projects of organizational change subject to politics and power games. Through an empirical study of a multi-site media company implementing a NWoW project, the paper illustrates three implications of a political conception of NWoW. First, the ability of local actors to bargain and to twist the strategic intentions of the deciding authorities is highlighted. Second, the study underlines the crucial role of key intermediaries in designing NWoW projects. Third, participative approaches of change are critically discussed. The paper also provides recommendations for future research on NWoW.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"146 - 170"},"PeriodicalIF":3.0,"publicationDate":"2020-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1720777","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43207796","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}
Pub Date : 2020-01-02DOI: 10.1080/14697017.2019.1586362
C. Gersick
ABSTRACT Almost thirty years ago, I wrote a paper about a set of ‘revolutionary’ theories that were emerging in disparate fields, challenging the traditional assumption that large scale change occurs gradually and in tiny increments. They suggested, instead, that systems change more dramatically, through the alternation of long and stable ‘equilibriums’ with relatively short, disruptive ‘punctuations’ of transformative reconfiguration. In this paper I reflect on how my own understanding of this Punctuated Equilibrium paradigm has been influenced since then by my experience conducting two long-term studies – one on the founding and growth of an innovative NGO in a Bornean rain-forest, and one on women’s adult development in the context of the late twentieth century women’s movement. I use examples from these studies to re-examine the importance of the Punctuated Equilibrium paradigm for understanding complex systems, not only for comprehending and diagnosing problems accurately, but for creating and carrying out effective solutions.
{"title":"Reflections on Revolutionary Change","authors":"C. Gersick","doi":"10.1080/14697017.2019.1586362","DOIUrl":"https://doi.org/10.1080/14697017.2019.1586362","url":null,"abstract":"ABSTRACT Almost thirty years ago, I wrote a paper about a set of ‘revolutionary’ theories that were emerging in disparate fields, challenging the traditional assumption that large scale change occurs gradually and in tiny increments. They suggested, instead, that systems change more dramatically, through the alternation of long and stable ‘equilibriums’ with relatively short, disruptive ‘punctuations’ of transformative reconfiguration. In this paper I reflect on how my own understanding of this Punctuated Equilibrium paradigm has been influenced since then by my experience conducting two long-term studies – one on the founding and growth of an innovative NGO in a Bornean rain-forest, and one on women’s adult development in the context of the late twentieth century women’s movement. I use examples from these studies to re-examine the importance of the Punctuated Equilibrium paradigm for understanding complex systems, not only for comprehending and diagnosing problems accurately, but for creating and carrying out effective solutions.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"23 - 7"},"PeriodicalIF":3.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2019.1586362","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41757642","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}
Pub Date : 2020-01-02DOI: 10.1080/14697017.2019.1620826
P. Endrejat, A. Meinecke, S. Kauffeld
ABSTRACT Involving organizational members in the planning and implementation of change processes is essential for creating the momentum for lasting change. Therefore, participatory group interventions are a fundamental pillar of organization development. Yet, we know little about the behavioural dynamics that characterize successful group interventions. To address this shortcoming, we analysed 787 minutes (N = 5507 coded statements) of real-time recordings between change agents and recipients. Using lag sequential analysis, we tested which verbal behaviours by change agents elicited recipients’ change readiness, operationalized as their verbatim responses. Furthermore, we explored emerging motivational contagion processes among recipients themselves. Data were collected from two independent samples. Participants took part in a workshop either aimed to reduce their tendency to procrastinate (Study 1) or to enhance their energy-saving behaviour (Study 2). The change agent’s solution-focused as opposed to problem-focused communication stimulated change readiness in both studies. Moreover, recipients’ change statements triggered subsequent change statements by other recipients, providing initial evidence for motivational contagion processes in groups. Finally, compared to a lecture-based intervention, only the energy-saving workshop led to a significant increase in the target behaviour one month after the intervention. Recipients’ change readiness at the end of the workshop was linked to this increase. MAD statement We offer empirically-based communication guidelines to change agents who wish to ignite and promote change readiness in groups. Relying on fine-grained interaction coding, we show how a solution-focused communication style triggers change-facilitating communication patterns. Next to a focus on the microdynamics unfolding between change agent and recipients, we introduce the concept of motivational contagion for change. That is, the expression of change readiness by one participant increases the likelihood that another participant also voices change readiness. From an intervention perspective, our findings show that participatory interventions tend to be more effective than lecture-based interventions to initiate lasting behaviour change.
{"title":"Get the Crowd Going: Eliciting and Maintaining Change Readiness Through Solution-Focused Communication","authors":"P. Endrejat, A. Meinecke, S. Kauffeld","doi":"10.1080/14697017.2019.1620826","DOIUrl":"https://doi.org/10.1080/14697017.2019.1620826","url":null,"abstract":"ABSTRACT Involving organizational members in the planning and implementation of change processes is essential for creating the momentum for lasting change. Therefore, participatory group interventions are a fundamental pillar of organization development. Yet, we know little about the behavioural dynamics that characterize successful group interventions. To address this shortcoming, we analysed 787 minutes (N = 5507 coded statements) of real-time recordings between change agents and recipients. Using lag sequential analysis, we tested which verbal behaviours by change agents elicited recipients’ change readiness, operationalized as their verbatim responses. Furthermore, we explored emerging motivational contagion processes among recipients themselves. Data were collected from two independent samples. Participants took part in a workshop either aimed to reduce their tendency to procrastinate (Study 1) or to enhance their energy-saving behaviour (Study 2). The change agent’s solution-focused as opposed to problem-focused communication stimulated change readiness in both studies. Moreover, recipients’ change statements triggered subsequent change statements by other recipients, providing initial evidence for motivational contagion processes in groups. Finally, compared to a lecture-based intervention, only the energy-saving workshop led to a significant increase in the target behaviour one month after the intervention. Recipients’ change readiness at the end of the workshop was linked to this increase. MAD statement We offer empirically-based communication guidelines to change agents who wish to ignite and promote change readiness in groups. Relying on fine-grained interaction coding, we show how a solution-focused communication style triggers change-facilitating communication patterns. Next to a focus on the microdynamics unfolding between change agent and recipients, we introduce the concept of motivational contagion for change. That is, the expression of change readiness by one participant increases the likelihood that another participant also voices change readiness. From an intervention perspective, our findings show that participatory interventions tend to be more effective than lecture-based interventions to initiate lasting behaviour change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"35 - 58"},"PeriodicalIF":3.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2019.1620826","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49157366","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}
Pub Date : 2020-01-02DOI: 10.1080/14697017.2019.1602553
J. Woiceshyn, J. Huq, Kenneth Blades, S. Pendharkar
ABSTRACT Implementing a planned change successfully is critical to organizations’ performance and depends on all members’ participation. Most research has studied leaders’ and middle managers’ role in planning and communicating change, not how frontline staff – those who deal directly with clients and customers, and their direct managers – ultimately implement it. This is surprising, especially in professionalized organizations, as involvement of frontline managers and professional staff is critically important to achieving change. This article reports on a comparative case study that examined how and why some acute care hospital units were more successful in implementing planned change. The data analysis identified change-facilitating and change-inhibiting microdynamics (activities and interactions) among frontline teams: managers and professional nursing staff at the hospital units, which resulted in more and less efficacious implementation of planned change and virtuous and vicious change cycles. The authors developed models that show how and why microdynamics differed in the units and offer guidance to managers in encouraging planned change at organizations’ front line.
{"title":"Microdynamics of Implementing Planned Change on Organizations’ Front Line","authors":"J. Woiceshyn, J. Huq, Kenneth Blades, S. Pendharkar","doi":"10.1080/14697017.2019.1602553","DOIUrl":"https://doi.org/10.1080/14697017.2019.1602553","url":null,"abstract":"ABSTRACT Implementing a planned change successfully is critical to organizations’ performance and depends on all members’ participation. Most research has studied leaders’ and middle managers’ role in planning and communicating change, not how frontline staff – those who deal directly with clients and customers, and their direct managers – ultimately implement it. This is surprising, especially in professionalized organizations, as involvement of frontline managers and professional staff is critically important to achieving change. This article reports on a comparative case study that examined how and why some acute care hospital units were more successful in implementing planned change. The data analysis identified change-facilitating and change-inhibiting microdynamics (activities and interactions) among frontline teams: managers and professional nursing staff at the hospital units, which resulted in more and less efficacious implementation of planned change and virtuous and vicious change cycles. The authors developed models that show how and why microdynamics differed in the units and offer guidance to managers in encouraging planned change at organizations’ front line.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"59 - 80"},"PeriodicalIF":3.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2019.1602553","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47092324","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}
Pub Date : 2020-01-02DOI: 10.1080/14697017.2020.1716459
R. By
MAD statement The intention of this annual editorial is to Make A Difference (MAD) through outlining suggestions to where we need to direct future organizational change and leadership discourse, research and practitioner efforts. Engaging in immensely important fields of study and practice, we have a responsibility to assist the sustainable development of organizations and the wider society. Much good work is undertaken in support of the further development of both theory and practice. However, I do observe in my role as editor-in-chief a sustained tendency amongst both scholars and practitioners of being stuck in a quagmire peddling a dominant orthodoxy that is somewhat lacking in progress, initiative and imagination (it still sells articles, books, courses and seminars though …). Becoming unstuck through reframing the challenges faced is required for our work to stay relevant, and it takes real and conscious effort to make this happen. Or blood, toil, tears and sweat as Churchill would put it.
{"title":"Organizational Change and Leadership: Out of the Quagmire","authors":"R. By","doi":"10.1080/14697017.2020.1716459","DOIUrl":"https://doi.org/10.1080/14697017.2020.1716459","url":null,"abstract":"MAD statement The intention of this annual editorial is to Make A Difference (MAD) through outlining suggestions to where we need to direct future organizational change and leadership discourse, research and practitioner efforts. Engaging in immensely important fields of study and practice, we have a responsibility to assist the sustainable development of organizations and the wider society. Much good work is undertaken in support of the further development of both theory and practice. However, I do observe in my role as editor-in-chief a sustained tendency amongst both scholars and practitioners of being stuck in a quagmire peddling a dominant orthodoxy that is somewhat lacking in progress, initiative and imagination (it still sells articles, books, courses and seminars though …). Becoming unstuck through reframing the challenges faced is required for our work to stay relevant, and it takes real and conscious effort to make this happen. Or blood, toil, tears and sweat as Churchill would put it.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"1 - 6"},"PeriodicalIF":3.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1716459","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46326459","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}
Pub Date : 2020-01-02DOI: 10.1080/14697017.2020.1702759
Rosie Oswick, C. Oswick
ABSTRACT Professor Gretchen was the Distinguished Speaker for the Organization Development and Change (ODC) Division at the 2018 Academy of Management Meeting held in Chicago. In her address, she shared her latest thinking on co-working and thriving at work, and explored the implications for organization development and change. Following the presentation, we interviewed her about these topics and her broader contribution to the field of positive organizational scholarship. During our conversation, we discussed some of the formative influences on Professor Spreitzer's career direction and scholarship. Then, we explored her enduring commitment to researching and promoting a positive orientation towards organizations and organizational life. Finally, we concluded by eliciting her ideas on the future of work and the concomitant implications for organization development and change.
{"title":"Positive Perspectives on Organizing and Organizational Change: A Conversation with Gretchen Spreitzer","authors":"Rosie Oswick, C. Oswick","doi":"10.1080/14697017.2020.1702759","DOIUrl":"https://doi.org/10.1080/14697017.2020.1702759","url":null,"abstract":"ABSTRACT Professor Gretchen was the Distinguished Speaker for the Organization Development and Change (ODC) Division at the 2018 Academy of Management Meeting held in Chicago. In her address, she shared her latest thinking on co-working and thriving at work, and explored the implications for organization development and change. Following the presentation, we interviewed her about these topics and her broader contribution to the field of positive organizational scholarship. During our conversation, we discussed some of the formative influences on Professor Spreitzer's career direction and scholarship. Then, we explored her enduring commitment to researching and promoting a positive orientation towards organizations and organizational life. Finally, we concluded by eliciting her ideas on the future of work and the concomitant implications for organization development and change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"24 - 34"},"PeriodicalIF":3.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2020.1702759","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47085365","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}
Pub Date : 2020-01-02DOI: 10.1080/14697017.2019.1628086
D. Coghlan, A. Shani, P. C. Dahm
ABSTRACT Contemporary social science philosophy is bedevilled with debates about the nature of knowledge production. This article introduces the philosophical notion of interiority whereby, by focusing on the operations of knowledge production in the human mind, OD scholars and researchers can ground Modes 1 and 2 in a bigger picture of what is common to all research. This perspective which recognizes different ways of knowing in different situations cuts through the polarized differences between Modes 1 and 2. Rather than looking at what is different between them this article explores their complementarity through an interiority-based OD research framework. MAD statement This article focuses on how knowledge is produced in the field of organization development (OD). Mode 1 produces knowledge in a disciplinary context and aims at producing scientific knowledge. Mode 2 focuses on creating knowledge for practical use through a partnership between researchers and practitioners. Both modes are valuable for managers and OD practitioners for how they contribute to knowledge production. A comprehensive framework based on six macrophases in OD knowledge production is advanced by focusing on kind of knowledge that is needed for what purpose (an activity of the human mind which we call interiority).
{"title":"Knowledge Production in Organization Development: An Interiority-based Perspective","authors":"D. Coghlan, A. Shani, P. C. Dahm","doi":"10.1080/14697017.2019.1628086","DOIUrl":"https://doi.org/10.1080/14697017.2019.1628086","url":null,"abstract":"ABSTRACT Contemporary social science philosophy is bedevilled with debates about the nature of knowledge production. This article introduces the philosophical notion of interiority whereby, by focusing on the operations of knowledge production in the human mind, OD scholars and researchers can ground Modes 1 and 2 in a bigger picture of what is common to all research. This perspective which recognizes different ways of knowing in different situations cuts through the polarized differences between Modes 1 and 2. Rather than looking at what is different between them this article explores their complementarity through an interiority-based OD research framework. MAD statement This article focuses on how knowledge is produced in the field of organization development (OD). Mode 1 produces knowledge in a disciplinary context and aims at producing scientific knowledge. Mode 2 focuses on creating knowledge for practical use through a partnership between researchers and practitioners. Both modes are valuable for managers and OD practitioners for how they contribute to knowledge production. A comprehensive framework based on six macrophases in OD knowledge production is advanced by focusing on kind of knowledge that is needed for what purpose (an activity of the human mind which we call interiority).","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"20 1","pages":"81 - 98"},"PeriodicalIF":3.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2019.1628086","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41473178","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}
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