Research in organizational change and development : an annual series featuring advances in theory, methodology and research

著者

• Pasmore, William A.
• Woodman, Richard W.
• Shani, Abraham B.

書誌事項

Research in organizational change and development : an annual series featuring advances in theory, methodology and research

editors William A. Pasmore, Richard W. Woodman

JAI Press, c1987-

• v. 1 : 1987
• v. 2 : 1988
• v. 3 : 1989
• v. 4 : 1990
• v. 5 : 1991
• v. 6 : 1992
• v. 7 : 1993
• v. 8 : 1995
• v. 9 : 1996
• v. 10 : 1997
• v. 11 : 1998
• v. 12 : 1999
• v. 13 : 2001
• v. 14 : 2003
• v. 15 : 2005
• v. 16 : 2007
• v. 17

注記

Vol. 18以降は別書誌<BB06522509>

Editors names in reverse order from v. 5

Vol. 13-16 published by: Amsterdam : JAI, an Imprint of Elsevier Science

Vol. 17 published by: Bingley : Emerald JAI

Vol. 13- have no subtitle

Vol. 17 edited by: Richard W. Woodman, William A. Pasmore, Abraham B. (Rami) Shani

内容説明・目次

巻冊次

v. 9 : 1996 ISBN 9780762300167

内容説明

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.

目次

• Psychological ownership in organizations - conditions under which individuals promote and resist change, K.T. Dirks et al
• employee perceptions of fairness when human resource systems change - the case of employee lay-offs, Lynda M. Kilbourne et al
• a culture-based perspective of organization development implementation, Chung-Ming Lau
• business process re-engineering or socio-technical system design in new clothes?, Leopold S. Vansina and Tharsi Taillieu
• consequences and rejuvination of competency-based human resource and organizational development, Richard E. Boyatzis
• mapping the progress of change through organizational levels - the example of a religious order, David Coghlan
• a diagnostic model of a health care system, Arie Shirom
• a potential model of transformational change applied to South Africa, Joanne C. Preston et al
• multi-organizational collaboration for global change - new opportunities for organizational change and development, Diana Bilimoria et al.

巻冊次

v. 10 : 1997 ISBN 9780762302932

内容説明

The fourth volume in a series discussing organizational change and development. It covers issues such as understanding and overcoming supervisor resistance during the transition to employee empowerment and creating time-based organizations.

目次

• Navigating in the realm of theory - an empowering view of construct development, Kenneth W. Thomas, Erik Jansen and Walter G. Tymon
• toward a common ground in defining empowerment, Gretchen Spreitzer
• attending to difference - a social interpretivist approach to empowerment, Jean M. Bartunek, Hilary Bradbury and Craig Boreth
• progressing without precision - the value of ambiguity as a tool for learning about organizational phenomena, Lynda St Clair and Robert E. Quinn
• a model of work team empowerment, Bradley L. Kirkman and Benson Rosen
• understanding and overcoming supervisor resistance during the transition to employee empowerment, Greg L, Stewart and Charles C. Manz
• fundamental organizational learning - creating time-based organizations, Susan Albers Mohrman and Allan M. Mohrman
• transforming organizations with second order change, Paul C. Nutt and Robert W. Backoff
• the paradoxical process of organizational transformation - propositions and a case study, Anne S. Davis, Steven J. Maranville and Krzysztof Obloj.

巻冊次

v. 11 : 1998 ISBN 9780762303670

内容説明

As with previous volumes in "Research in Organizational Change and Development", volume 11 contains papers that range from explorations of individual action in organizational change to studies of multiple organizations. The change and development field continues to explore new theoretical frames, research methods, and change practice. The chapters in this volume further demonstrate the expanding boundaries of the field.

目次

Preface (R.W. Woodman, W.A. Pasmore). Appreciating appreciative inquiry (R.T. Golembiewski). Learning from the success of continuous improvement change programs: an international comparative study (P. Lillrank et al.). The role social accounts can play in a "justice intervention" (A.T. Cobb, K. Wooten). Understanding the role of organization development practitioners (J.Z. Gottlieb). "Managing" multiparty issues: learning from experience (L. Vansina et al.). Using behavioral modification to change attendance patterns in the high-performance, high-commitment environment (J.W. Beard et al.). A comparative framework for large group organizational change interventions (P.S. Weber, M.R. Manning). Downsizing, downscoping and restructuring: classifying organizational change (T.W. Legatski II). The transformation of corporate control to owners and form to the multisubsidiary: 1981-1993 (M. Zey). About the contributors.

巻冊次

v. 12 : 1999 ISBN 9780762306275

内容説明

Ideas which are comfortable and familiar are not likely to challenge or transform our thinking. As human beings, our need to reduce cognitive dissonance causes us to seek the familiar and reject the unfamiliar, often without careful reflection. Scholars must overcome such natural tendencies in order to look beyond the reaches of well accepted doctrine, exploring less-understood and less-accepted explanations of the way things are, and consider instead the possibilities that alternative futures could hold. Collectively the chapters that make up volume 12 are a statement of the vibrancy and ever changing nature of the field of organizational change and development.

目次

List of contributors. Preface (W.A. Pasmore, R.W. Woodman). Conversations and the epidemiology of change (J.D. Ford). Organizational development as facilitating the surfacing and modification of social rules (C. Lundberg). Collaboration and allegory: extending the metaphor of organizational culture in the context of interorganizational change (J.W. Grubbs, R.B. Denhardt). Making change permanent: a model for institutionalizing change interventions (A.A. Armenakis et al.). TQM and organizational change: a longitudinal study of the impact of a TQM intervention on work attitudes (J.A-M. Coyle-Shapiro). Implementing effective cross-functional teams: a multilevel framework for analysis (L.W. Lam et al.). Collaborative organizing: an "ideal type" for a new paradigm (P.J. Robertson). The relational healing dimension of organizational development: transformative stories and dialogue in life-cycle transitions (G.S. Khalsa, D.S. Steingard). The professionalization of organization development: a status report and look to the future (C.K. Weidner II, O.A. Kulick). About the contributors.

巻冊次

v. 13 : 2001 ISBN 9780762308279

内容説明

The theoretical frames outlined in this volume on research in organizational change and development range from perspectives so new that they are relatively undeveloped (for example chaos theory), to perspectives and ideas that have been in widespread use for many years (such as action research). The focus of these articles range from challenging the traditional action research paradigm, to debating the need for greater professionalization in OD. In addition, the volume grapples with the difficult problems of downsizing and organizational turnaround, and avoiding the associated problems resulting from flattened organizational structures, to implementing changes in information technology to realize the promised increased effectiveness.

目次

• The professionalization of Organization Development - the next step in an evolving field, A.H. Church
• In search of an alternative framework for the creation of actionable knowledge - table-tennis research at Ericsson, N. Adler, R. Shani
• De-development as a way to change contemporary organizations, P.C. Nutt
• Broken promises - the role of contract breaches in turnaround situations, M. Semadeni
• Flattening the organizational structure - encouraging empowerment or reinforcing control?, G. Teubner
• A quasi-experimental study of an action-research project - the effect of project visibility, J.P. Wanous, A.E. Reichers
• Research and practice in IT-related change - the case for clinical inquiry, D. Coghlan, J. McDonagh
• Chaordic systems thinking for holonic organizational renewal, F.M. van Eijnatten
• Biographical sketches of the authors.

巻冊次

v. 14 : 2003 ISBN 9780762309948

内容説明

Part of a series presenting scholarly thinking about research and concepts related to the transformation of organizations. As in previous volumes in the series, contributors provide comprehensive literature reviews, methodological breakthroughs, and cutting edge theories. The papers presented in Volume 14 address practical, conceptual and methodological issues in the field of organizational change. They offer a categorization scheme for interventions; an analysis of the importance of different change drivers in complex interventions; a call for greater attention to structure-process dualities; suggestions for making change more lasting; a new approach to measuring organizational culture based on shared schema; a field study of organizational learning; and an alternative approach to measuring experienced change.

目次

• Organizational change - a categorization scheme and response model with readiness factors, C.J. Struckman, F.J. Yammarino
• Building organizational change in an emerging economy - whole systems change using large group interventions in Mexico, M.R. Manning, J. DelaCerda Gastelum
• The relative effect of change drivers in large-scale organizational change - an empirical study, K.S. Whelan-Berry et al
• Implications for organizational change in the structure process duality, P.C. Nutt
• How do you create lasting organizational change? You must first slay Grendel's mother, S.L. Manring
• A shared schema approach to understanding organizational culture change, Chung-Ming Lau et al
• Critical revision of some core ideas within the discourse about the learning organization - experiences from field research in East German companies, M. Geppert
• Is remembered change useful?, J.P. Wanous, A.E. Reichers.

巻冊次

v. 15 : 2005 ISBN 9780762311675

内容説明

The chapters in volume 15 of ROCD address a wide array of topics, challenges, and gaps in our knowledge of organizational change. Purser, Bluedorn and Petranker explore the dynamics of time in organizational change, proposing the use of the concept of "flow time." Falkenberg and her colleagues examine the issue of excessive change in organizations, which they define as the simultaneous pursuit of multiple unrelated changes. Real and Poole develop a framework for classifying approaches to conceptualizing and measuring innovation implementation. Roth provides a case description of knowledge creation stemming from a team composed of university, business, and consulting organizations.Ferdig and Ludema examine change via self-organizing processes at the U.S. National Regulatory Commission, the government agency that monitors nuclear reactors. Wischnevsky and Damanpour explore the punctuated equilibrium model of organizational transformation in the banking industry. Golembiewski and his colleagues address the application of organization development across cultures, specifically the use of OD within those cultures where Confucian ideas are prominent. Coghlan and Coughlan report on the CO-IMPROVE project - an action research initiative funded by the European Union. Finally, Yeager, Sorensen and Bengtsson assess the current state-of-the-use of appreciative inquiry in programs of organizational change.

目次

• The Times of Cause and Flow in Organizational Change
• When Change Becomes Excessive
• Innovation Implementation: Conceptualization and Measurement in Organizational Research
• Creating New Knowledge by Crossing Theory and Practice Boundaries
• Transformative Interactions: Qualities of Conversation That Heighten the Vitality of Self-organizing Change
• Punctuated Equilibrium Model of Organizational Transformation: Sources and Consequences in the Banking Industry
• Informing an Apparent Irony in OD Applications: Good Fit of OD and Confucian Work Ethics
• Collaborative Research Across Borders and Boundaries: Action Research Insights from the CO-IMPROVE Project
• Assessment of the State of Appreciative Inquiry: Past, Present, and Future.

巻冊次

v. 16 : 2007 ISBN 9780762313266

内容説明

The "Research in Organizational Change and Development" series is an outlet for cutting edge conceptual and empirical scholarly contributions that have the capacity to shape research and practice. The field of organizational change and development continues to evolve rapidly, as the demand for rapid and effective organizational transformation has increased. It is more important that ever that scholars address topics such as increasing intervention effectiveness, managing emotional issues raised during change, measuring the impact of change, and improving the methods we use to conduct research on organizational change. This series provides a definitive outlet for the most thoughtful and exciting work of newly emerging and well-recognized scholars in the field of organization change and development. This series regularly invites leading thinkers in the field to present their latest models, empirical findings and thoughtful directions for future research. This series provides historical overviews of different paradigms of research in the field.

目次

Preface. William A. Pasmore, Mercer Delta Consulting. Richard W. Woodman, Texas A & M University. Taking Yourself with You: Transfer of Achieved Identity as a Predictor of Employee Adjustment to Change Mary S. Logan, London School of Economics and Political Science Anne M. OLeary-Kelly, University of Arkansas A Hybrid Theory of Organizational Transformation. Barry Sugarman, The Society for Organizational Learning Toward a Comprehensive Definition of Readiness for Change: A Review of Research and Instrumentation. Daniel T. Holt, Air Force Institute of Technology. Achilles A. Armenakis, Auburn University Stanley G. Harris, Auburn University Hubert S. Feild, Auburn University Strategically Repositioning and Transforming Public Organizations Paul C. Nutt, The Ohio State University The Change Leaders Role in Creating Dynamic, Relational Processes that Drive Successful Change Marie E. Di Virgilio, Benedictine University Jim Ludema, Benedictine University. Formation of Expectations Regarding Change Outcomes: Integrating Information and Social Effects. Feirong Yuan, University of Kansas. Richard W. Woodman, Texas A & M University. Archetypal Change and the Professional Service Firm David M. Brock, Ben-Gurion University. Michael J. Powell, Griffith University. C. R. (Bob) Hinings, University of Alberta Discourse and Metaphors in Mergers and Acquisitions: Toward a Theory on the Management of the Promise-Reality Gap. Jacqueline Fendt, Leiden University High Performance Work Systems (HPWS) and Self-Directed Work Teams (SDWTs): A Longitudinal Quasi-experimental Field Study of an Integrated and Bundled Organizational Re-design [title will be changed] Barry A. Macy, Texas Center for Innovative Organizations, Texas Tech University Gerard Farias, Fairleigh Dickinson University Jean-Francios Rosa, Texas Tech University Curt Moore, Texas Christian University.

巻冊次

v. 4 : 1990 ISBN 9781559380768

内容説明

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.

巻冊次

v. 6 : 1992 ISBN 9781559384346

内容説明

Part of a series which presents research on global strategic management, this volume focuses on the corporate response to global change. Topics discussed include strategic management and institutional dynamics, and methodological perspectives on the dynamics of national competitive advantage.

目次

• Strategic management and institutional dynamics - a global perspective
• the dynamics of national competitive advantage - methodological perspectives
• strategic management and institutional dynamics - the role of government
• strategic management and institutional dynamics - the EU after 1992.

巻冊次

v. 7 : 1993 ISBN 9781559385398

内容説明

This volume 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.

目次

• An evaluation of a model of planned organizational change - evidence from a meta-analysis, Peter J. Robertson et al
• rummaging behind the scenes of organizational change - and finding role transitions, illness and physical space, Jean M. Bartunek
• locating meaning making in organizational learning - the narrative basis of cognition, Ramkrishnan V. Tenkasi and Richard J. Boland
• internalization and the firm's growth path - on the psychology of organizational transactions, Gareth R. Jones et al
• a culture-match perspective for strategic change, Allen C. Bluedom and Earl F. Lundgren
• organizational design and organizational development solutions to the problem of R&D-marketing integration, William E. Souder and J. Daniel Sherman
• manging technological leaps - a study of DEC's Alpha design team, raplh Katz
• organizational change, design and work innovation - a meta-analysis of 131 North American field studies - 1961-1991, Barry A. Macy and Horoaki Izumi.

巻冊次

v. 8 : 1995 ISBN 9781559388719

内容説明

This eighth volume in the series on research in organizational change and development deals with such topics as practitioner attitudes to the field of organizational development and the effects of union status on employee involvement.

目次

Preface (R.W. Woodman, W.A. Pasmore). Appreciating appreciative inquiry (R.T. Golembiewski). Learning from the success of continuous improvement change programs: an international comparative study (P. Lillrank et al.). The role social accounts can play in a "justice intervention" (A.T. Cobb, K. Wooten). Understanding the role of organization development practitioners (J.Z. Gottlieb). "Managing" multiparty issues: learning from experience (L. Vansina et al.). Using behavioral modification to change attendance patterns in the high-performance, high-commitment environment (J.W. Beard et al.). A comparative framework for large group organizational change interventions (P.S. Weber, M.R. Manning). Downsizing, downscoping and restructuring: classifying organizational change (T.W. Legatski II). The transformation of corporate control to owners and form to the multisubsidiary: 1981-1993 (M. Zey). About the contributors.

巻冊次

v. 17 ISBN 9781848555464

内容説明

"Research in Organizational Change and Development" is an annual publication devoted to thoughtful studies and ground breaking theoretical work dealing with the topic of change in organizational settings. The series serves to showcase the latest approaches to organizational research, whether they be quantitative or qualitative in nature. Some of the papers in Volume 17 bring new perspectives to classic issues in the field such as resistance and communication. Others explore new territories, such as activating neural mechanisms to create more sustainable change. The series has been around long enough to substantiate the claim that we have published some true classics in the field of organization development and change. While it's too early to say whether the papers in Volume 17 contain new classics, there are certainly some interesting and worthwhile pieces to read that have the potential to become classics at some time in the future. "Research in Organizational Change and Development" will continue to serve the mission of stimulating thinking that can make a significant difference in organizational outcomes that matter to our future.

目次

Preface. A new horizon for organizational change and development scholarship: Connecting planned and emergent change. Long-term insider action research: Three decades of work at kaiser permanente. Organizational development for social sustainability in work systems. Coaching for sustained desired change. Melting the glacier: Activating neural mechanisms to create rapid large-scale organizational change. Resistance to change: A reexamination and extension. Ethics and justice in new paradigm and postmodern organization development and change. Elephant on a treadmill: An evaluation of thematic narrowness in organizational change research. Change communication: Enabling individuals to act. List of Contributors. About the contributors. Acknowledgments. Research in organizational change and development. Research in organizational change and development volume 17. Copyright page.

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詳細情報

• NII書誌ID(NCID): BA12018335
• ISBN:
  • 0892327499
  • 0892327723
  • 0892329785
  • 1559380764
  • 1559382503
  • 1559384344
  • 9781559385398
  • 1559388714
  • 0762300167
  • 0762302933
  • 0762303670
  • 0762306270
  • 0762308273
  • 0762309946
  • 0762311673
  • 0762313269
  • 9781848555464
• 出版国コード: us
• タイトル言語コード: eng
• 本文言語コード: eng
• 出版地: Greenwich
• ページ数/冊数: v.
• 大きさ: 24 cm
• 件名:
  • FREE : Organizational change -- Periodicals