Research in Organizational Change and Development: Vol. 19 (Research in Organizational Change & Development)

FRONT COVER......Page 1
RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT......Page 4
COPYRIGHT PAGE......Page 5
CONTENTS......Page 6
LIST OF CONTRIBUTORS......Page 8
PREFACE......Page 10
DEVELOPING AN EFFECTIVE ORGANIZATION: INTERVENTION METHOD, EMPIRICAL EVIDENCE, AND THEORY......Page 14
THE ACTION RESEARCH PROGRAM......Page 18
ASSUMPTIONS AND THEORY UNDERLYING SFP......Page 19
THE SFP PROCESS......Page 22
AN EMERGENT THEORY OF ORGANIZATIONAL EFFECTIVENESS......Page 25
EMPIRICAL EVIDENCE OF SFP EFFECTIVENESS......Page 32
EMERGENT THEORY OF ORGANIZATION DEVELOPMENT......Page 48
IMPLICATIONS FOR PRACTICE......Page 56
REFERENCES......Page 60
STRATEGIC CHANGE AND THE JAZZ MINDSET: EXPLORING PRACTICES THAT ENHANCE DYNAMIC CAPABILITIES FOR ORGANIZATIONAL IMPROVISATION......Page 68
ORGANIZATIONAL INERTIA......Page 70
THE MINDSET OF JAZZ IMPROVISATION......Page 72
CAPABILITIES IN IMPROVISATION, NOT IMPROVISED CAPABILITIES......Page 98
CONCLUSION......Page 99
REFERENCES......Page 100
COMMUNICATION FOR CHANGE: TRANSACTIVE MEMORY SYSTEMS AS DYNAMIC CAPABILITIES......Page 104
CONCEPTUAL FOUNDATIONS OF TRANSACTIVE MEMORY SYSTEMS AS DYNAMIC CAPABILITIES......Page 106
INFORMATION ALLOCATION, COLLECTIVE REFLEXIVITY, AND VIABILITY......Page 110
STRUCTURES AFFECTING INFORMATION ALLOCATION AND COLLECTIVE REFLEXIVITY......Page 114
VIABILITY AS AN ORGANIZATIONAL REALITY......Page 120
PRACTICAL IMPLICATIONS: ENHANCING THE DEVELOPMENT OF TMS......Page 122
CONCLUSION......Page 124
REFERENCES......Page 125
DEVELOPING AND SUSTAINING CHANGE CAPABILITY VIA LEARNING MECHANISMS: A LONGITUDINAL PERSPECTIVE ON TRANSFORMATION......Page 130
INTRODUCTION......Page 131
TRANSFORMATION AND PLANNED CHANGE......Page 133
ORGANIZATIONAL LEARNING AND ORGANIZATIONAL LEARNING MECHANISMS......Page 135
METHOD......Page 139
THE CASE OF ORGANIZATIONAL TRANSFORMATION AT ERICSSON PDU ORGANIZATION......Page 141
DISCUSSION......Page 158
IMPLICATIONS FOR ORGANIZATION DEVELOPMENT AND CHANGE......Page 168
CONCLUSION......Page 171
REFERENCES......Page 172
MAPPING MOMENTUM FLUCTUATIONS DURING ORGANIZATIONAL CHANGE: A MULTISTUDY VALIDATION......Page 176
CHANGE-BASED MOMENTUM......Page 178
STUDY 1: VALIDATING MOMENTUM MAPS......Page 180
METHODS......Page 181
RESULTS......Page 184
DISCUSSION......Page 187
STUDY 2 – A FIELD STUDY......Page 188
METHODS......Page 190
RESULTS......Page 192
DISCUSSION......Page 196
REFERENCES......Page 200
TOWARD A DYNAMIC DESCRIPTION OF THE ATTRIBUTES OF ORGANIZATIONAL CHANGE......Page 204
FROM ONE DICHOTOMY TO ANOTHER......Page 205
TYPES AND ATTRIBUTES OF ORGANIZATIONAL CHANGE......Page 207
EIGHT DIMENSIONS OF CHANGE......Page 221
A SYSTEMS VIEW ON ORGANIZATIONAL CHANGE......Page 227
REFERENCES......Page 233
REVISITING SOCIAL SPACE: RELATIONAL THINKING ABOUT ORGANIZATIONAL CHANGE......Page 246
REVISITING THE LIFE SPACE......Page 250
SUBSTANTIALIST VERSUS RELATIONAL THINKING......Page 253
SOCIAL SPACE......Page 254
RELATIONAL THINKING AND ORGANIZATIONAL CHANGE......Page 257
FIELD THEORY AND UNFREEZING......Page 260
TRAJECTORIES: CHANGES IN FIELDS OVER TIME......Page 264
CONCLUSION......Page 267
NOTES......Page 268
REFERENCES......Page 269
INTRODUCTION......Page 272
UNDERSTANDING THE NEED FOR CHANGE: PROBLEMS FROM THE BEGINNING......Page 274
FRAMING THE CHANGE: CHOOSING A PATH AND SHAPING EXPECTATIONS......Page 278
UNDERTAKING THE CHANGE PROCESS: WHEN ALL HELL BREAKS LOOSE......Page 285
SUSTAINING CHANGE OUTCOMES......Page 295
IMPLICATIONS FOR PRACTICE AND RESEARCH......Page 299
REFERENCES......Page 300
ABOUT THE CONTRIBUTORS......Page 306