The Oxford Handbook of Organizational Change and Innovation

Cover\nThe Oxford Handbook of ORGANIZATIONAL CHANGE AND INNOVATION\nCopyright\nPreface\n	References\nContents\nList of Figures\nList of Tables\nList of Contributors\nChapter 1: Introduction: Central issues in the study of organizational change and innovation\n	What is the Nature of Change?\n		Episodic Versus Continuous Change\n		Planned and Unplanned Change\n		Four Basic Motors of Change\n	Key Concepts in Theories of Change and Innovation\n		People: Human Agency\n		Space: Levels of Analysis\n		Time: The “Ether” of Change\n		Change and Stability, Beginnings and Endings\n		Power and Influence\n		The Prevalence of Conflict, Dialectics, and Paradox\n		Affect and Emotions of Change\n		Assemblages of Process Models\n	Approaches to the Study of Change and Innovation\n	Concluding Thoughts\n	References\nPart I: TELEOLOGICAL MODELS OFCHANGE\n	Chapter 2: Historical Currentsin Scholarship of Organization Change\n		Historical Currents in Scholarship of Organization Change\n			Complexities of the External Environment\n			Open System Theory\n		Overview of Models for Understanding Organizations and Changing Them\n			What to Change\n			How to Change\n		Integrated Organizational Models for Understanding and Changing Organizations\n			Integrated Models of Organizations and Organizations and Organization Change\n			Weisbord’s Six-BoxOrganizational Model\n			The Nadler-TushmanCongruence Model\n			Tichy’s TPC Framework\n			The Burke-LitwinCausal Model of Organization Performance and Change\n		Successful Organizational Change Based on an Integration of Management Practice and Scholarship\n		Prescriptive Models of Planned Organizational Change\n		Evidence-BasedPrinciples of Change Management\n		The Role of an Organization’s History as Part of the Change Process\n		Leaders’ Impact on Organization Change\n		Summary and Conclusion\n		References\n	Chapter 3: Dualisms and Dualities in the Ongoing Development of Organization Development\n		Tensions between Diagnostic and Dialogic OD\n			The History and Emergence of OD Approaches\n			Comparing Diagnostic and Dialogic OD Approaches\n			Reflections on Dualisms and Dualities within Dialogic and Diagnostic OD\n		Tensions between the Death and Life of OD\n			OD as Dead\n			OD as Alive\n			Assumptions about OD’s Death and Life\n			Reflections on Dualisms and Dualities within the Death and Life of OD\n		The Dualism of OD Scholarshipversus Practice\n			Efforts to Treat OD Scholar-Practitioner Relationships as Dualities\n			Reflections on Dualisms and Dualities within the Scholarship and Practice of OD\n		Discussion and Implications for Organization Development\n		References\n	Chapter 4: Upside-Down Organizational Change: Sensemaking, sensegiving, and the new generation\n		An Overview of Sensemaking and Organizational Change\n			Sensemaking as a Process of Teleological Change\n			An Overview of Sensemaking and Sensegiving Processes in Planned Organizational Change\n			Key Features of the Sensemaking Perspective on Organizational Change\n				Impetus for and Types of Change\n				Organizational Identity Change\n				Patterns and Outcomes of Organizational Change\n			A Dynamic and Longitudinal Perspective on Organizational Change\n			Strengths and Deficiencies of the Sensemaking Perspective on Organizational Change\n		The New (Millennial) Workforce and The Shifting Workplace\n			Externalities Influencing Upside-DownChange\n			Internalities Influencing Upside-DownChange\n		The NFL’s “Take a Knee” Movement: An Illustrative Case\n			Upside-DownSensemaking and Sensegiving in Action\n			Future Directions (and Challenges) for Studying Upside-Down Organizational Change\n		Conclusion\n		References\n	Chapter 5: Organizational Identity and Culture Change\n		Introduction\n		Theories of Culture Change\n			Sociological and Anthropological Theories of Culture Change\n			Organizational Culture\n			Organizational Theories of Culture Change\n		Dynamics between Organizational Identity and Culture\n			Organizational Identity\n			Introducing Agency and Temporality in Identity Dynamics\n				From Organizational History and Culture to Identity\n				From Organizational Image to Identity\n				From Organizational Identity to Culture\n				From Organizational Identity to Image\n				Organizational Identity, Vision, and Strategy\n		Identity Dynamics and Pathways of  Culture Change\n			Identity-LegitimatedCultural Change: Using New Claims to Consolidate Emerging Cultural Practices\n			Image-TriggeredCultural Change: Using Identity as a Lens to Gauge the Desirability of Cultural Practices\n			Identity-DrivenCultural Change: Using New Claims to Encourage Culture Change\n			The Dark Side of Identity and Culture Change\n		Conclusions\n		References\n	Chapter 6: An Effectual Entreprenurial Model of Organizational Change: Acting on, reacting to, and interacting with markets as artifacts\n		The Effectuation Process\n		A Non-ComprehensiveReview of Effectuation Research\n		An Effectual Process of Organizational Change\n			A Timescape of the Effectual Process\n			Artifacts in a Garbage Can?\n			Control of Time Itself\n		Connections of an Effectual Process with Themes from the Literature on Organizational Change\n			Effectual Artifacts Within the Continuous Flow of Time\n			Structural Inertia and the Co-creationof Identity\n			Effectual Innovation in Causal Complexity\n		Turnaround of Ducati: an Example of Effectual Organizational Change\n		Discussion: Toward an Artifactual View of Effectual Timescapes of Organizational Change\n		References\nPart II: DIALECTICAL MODELS OF CHANGE\n	Chapter 7: The Paradox Perspective and the Dialectics of Contradictions Research\n		Introduction\n		Overview of Literature: Contradictions, Paradoxes, and Dialectics\n			The Paradox Perspective\n			Dialectics\n			Ontology of Becoming\n			Ontology: Inherent or Socially Constructed?\n			Transformation\n			Totality\n			Unintended Consequences\n			Summary\n		Where are we Now? The Dialectics of Contradictions Research\n		Towards a Contradictions Perspective\n		Conclusion\n		References\n	Chapter 8: Eastern Yin-Yang Model of Change\n		Major Assumptions of the View\n			Change Process Driven by the Yin-YangDuality\n			The Favorable Chance to Change Determined by Momentum\n			Deep Structure Formulating the Patterns of Change\n			“Becoming” Ontology of the Change Process\n		The Current State of Research Related to the View\n			Cultural Belief in the Continuous Change\n			Momentum as Driver of the Change Process\n			Change Agent as a Paradoxical Leader\n			Dialectical Change as Mutual Transformation\n		A Case Vignette Illustrating the Yin-YangModel of Change\n		Implications of the Yin-YangView\n		Strengths and Criticisms of the View\n		References\n	Chapter 9: Social Movements and Organizational Change\n		Organizations and Movements Converging\n		Recent Research on Movements in and around Organizations\n			Movements within Organizations\n			Movements Targeting Organizations\n			Movements Creating or Facilitating Organizations and Industries\n			Why: Framing\n			Who: Social Networks\n			How: Mobilizing Structures\n		Principles of Change:a Movement-Based How-To\n			When?\n			Why?\n			Who?\n			How?\n		Strengths and Criticisms\n		References\n	Chapter 10: Becoming an Agent of Change\n		Introduction\n		Contextualizing Social Movement Identities\n			Psychoanalytic and Narrative Processes\n		Piccolini Case (Identity Narrative and Desire)\n			Inferiority and Desire\n		Conclusions\n		References\n	Chapter 11: Stakeholder Model of Change\n		Shortcomings of Stakeholder Theory in the Context of Organizational Change\n		Stakeholder Theory and Organizational Change\n		A Stakeholder Model of Organizational Change\n		Alteration of Stakes and Stakeholders’ Perspectives Over a Change Process\n		Implementers’ Attempts to Influence Stakeholders’ Perspectives and Beliefs\n		Outcomes Related to Stakeholder Interaction, and Stake Assertion\n		Themes in Research of Stakeholder Approach to Organizational Change\n		Opportunities for Future Scholarship\n		References\n	Chapter 12: Critical Approaches and Perspectives on Organizational Change\n		Introduction\n		Types of Critical Approach and Organizational Change\n			Critical Thinking and Change\n			Critical Theory And Change\n			Critical Management Studies and Change\n			Critical Realism and Change\n		Towards Critically Informed Change Approaches\n			Traditional Diagnostic Change Approaches and Their Critical Connotations\n			Contemporary Dialogic Change Approaches and their Critical Connotations\n			Emerging Critical Change Approaches and their Critical Connotations\n		A Critical Need for Critical Approaches to Change\n		References\nPart III: LIFE CYCLE MODELS OF CHANGE\n	Chapter 13: The Life Cycle Process Model\n		The Basic Scheme of a Life Cycle Process Theory\n		Qualifications for Life Cycle Process Models\n		Reflections and Critical Discussion of Life Cycle Theories\n		References\n	Chapter 14: Hedging: Organizational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes\n		Introduction\n		Highlighting a Process Model\n		The Formation, Implementation, and Enforcement of Regulatory Change\n		Many Mandates and Jurisdictions\n		Laws to Protect Shareholders\n		Laws to Protect Employees\n		Laws to Protect Consumers\n		Laws to Protect the Environment\n		Laws to Prevent Climate Change\n		Uncertainty and Hedging\n		Uncertainty and Responding to Regulation\n		Hedging\n		Recursive Cycles\n		Conclusion\n		References\n	Chapter 15: Organizational Routines And Organizational Change\n		Background\n			Routines versus Rationality\n			Evolutionary Theory of the Firm: Routines as Genes\n			Dynamic Capabilities: Orchestrating of Bundles of Routines\n			Routine Dynamics: Beyond Routines as Things\n		Basic Concepts and Assumptions of Routine Dynamics\n			Definition of Organizational Routines\n			Assumptions of Current Theory\n			Inertia and Lock-In:The Classic View of Routines\n			Motors of Change in Routine Dynamics\n			Patterning: A Motor of Change for Routine Dynamics\n			Patterning in Videogame Development\n			Strengths and Weaknesses of Patterning as a Motor of Change\n			Strengths and Weaknesses of the Narrative Network Model\n		Practical Applications\n		Future Research Directions\n			Routine Dynamics as Network Dynamics\n			Multiplicity: Resistance and Change\n			Routine Dynamics and Morphogenesis\n			Routine Dynamics and Organizational Change\n		Conclusion\n		References\n	Chapter 16: Discontinuous Change in Organizations and Fields\n		Introduction\n		Classifying Theories of Organizational Change\n			Modes of Change\n			Levels of Analysis\n			Process Theories of Development and Change\n		Three Ensuing Decades of Change Research\n			Literature Review Method\n		Social Mechanisms Causing discontinuous change\n			Social Mechanisms Driving Discontinuous Field-Level Changes\n				Shifts and Hybridization of Institutional Logics\n				Institutional entrepreneurship\n				Shifting Demand Landscape\n				Ecosystems Nested in Fields\n			Organization-LevelMechanisms\n				Dynamic Capabilities and Managerial Cognition\n				Exaptation\n				Effectuation and Bricolage\n			Cross-LevelMechanisms\n				Diffusion\n				Self-Organization\n				Field Configuring Events\n			Why have MOS Theorists Ignored Discontinuous Change?\n		Prospects for Future Research\n			Conclusion\n		References\n	Chapter 17: Institutional Change\n		Introduction\n		Current State of Research on Institutional Change: Triggers\n			Exogenous Change\n			Institutional Entrepreneurship\n			Emergent Practice-DrivenChange\n		Current state of research on institutional change: Pathways as integrative models\n			An Integrative Framework\n			Institutional Displacement\n			Institutional Alignment\n			Institutional Accretion\n			Institutional Accommodation\n		Pathways of Change: The case of Open Access Publishing\n			The Field of Scholarly Publishing\n			Open Access and Institutional Change in Scholarly Publishing\n			The Case of Open Access as Failed Displacement Leading to Accommodation\n		Discussion and Conclusions\n		References\nPart IV: EVOLUTIONARY MODELS OF CHANGE\n	Chapter 18: Evolutionary Dynamics of Organizational Populations and Communities\n		Evolutionary Dynamics of Organizations\n			The Dual Hierarchy of Organizational Evolution\n			Ecological and Genealogical Entities\n			Interaction and Replication Processes\n			VSR Processes\n			Within and Cross-LevelProcesses\n			Ecological and Genealogical Interactions\n		Micro-Evolutionary Dynamics of Organizational Populations\n			Variation: Exploring Organizational Fitness Landscapes\n			Intraorganizational Sources of Organizational Variation\n			Balancing Organizational Variation and Internal Selective Retention\n			Interorganizational Sources of Organizational Variation\n			Selection: Defining Criteria and Organizational Fitness Landscapes\n				Competitive Isomorphism\n				Institutional Isomorphism\n				r-KTransition\n				Ruggedness of Fitness Landscapes\n				Retention: The Persistence of Organizational Forms\n		Macro-Evolutionary Dynamics of Organizational Communities\n			Defining Organizational Communities\n			Community Structure\n			Caveats about Communities\n			Variation: Entrepreneurs and New Organizational Forms\n			Imitative and Innovative Entrepreneurship\n			Selection: Ecological Opportunity\n			Community Disruption\n				Technology Cycles\n				Institutional Dynamics\n			Retention: The Institutionalization of New Organizational Forms\n			Organizational Legitimacy and the Liability of Newness\n			Social Movements and Legitimation\n		Micro–Macro Evolutionary Interactions\n			Complications of Hierarchical Evolution\n		Conclusion\n		References\n	Chapter 19: VSR Models of Change as Normative Practical Theory\n		Purpose of Chapter\n		Background of VSR Models\n		Variation, Selection, and Retention as Distinct Processes\n			Variation\n				Technology: Internal Variation\n				Tools to Shape Internal Technology Variation\n				Organizational Routines and Strategies: Internal Variation\n				Role of Individuals: Variation\n			Selection\n				Technology: Internal Selection\n				Organizational Routines and Strategies: Internal Selection\n				Role of Individual: Selection\n			Retention\n				Technology: Internal Retention\n				Organizational Routines and Strategies: Internal Retention\n				Role of Individual: Retention\n			Balancing Variation with Selection/Retention\n			Model Improvement: Individuals, Imagination and Emotion\n				Emotions and VSR Cycles\n				Imagination and VSR\n			Discussion\n				Advantages of a Normative VSR Management Model\n				Disadvantages of a Normative VSR Management Model\n				Implications for Management Education\n			Conclusion\n			References\n	Chapter 20: Conceptualizing Organizational Change Through the Lens of Complexity Science\n		Introduction\n		Organizational Change from Lens of Systems Theory\n		Agent-BasedModels of Organizational Change\n			Major Assumptions\n			Current State of Research\n			Example\n			Principles of Change\n			Strengths and Criticisms\n		Computational Models of Organizational Change\n		Dynamical Models of Organizational Change\n			Major Assumptions\n			Current State of Research\n			Example\n			Principles of Change\n			Strengths and Criticisms\n		Far-from-equilibrium Models of Organizational Change\n			Major Assumptions\n			Current State of Research\n			Example\n			Principles of Change\n			Strengths and Criticisms\n		Conceptualizing Change\n		Conclusion\n		References\n	Chapter 21: Landscape Models of Complex Change\n		Introduction\n		Organizational Change Through the Lens of a Complex Adaptive System\n		NK Models of Organizational Change and Innovation\n		Using the NK Model to Study Organizational Change\n			Advantages of Using the NK Model to Study Organizational Change and Key Insights\n				Model Integrity\n				Model Applicability\n				Model Relevance/Interpretability\n				Relevance to the Field of Organization Science and Organizational Change\n			Limitations of Using the NK Model to Study Organizational Change\n		Moving Forward: Toward Endogenous NK Landscapes\n		Conclusion\n		References\nPart V: HYBRID CHANGE PROCESS MODELS\n	Chapter 22: Microfoundations of Innovation as Process: Usher’s cumulative synthesis model\n		Usher’s Model of Cumulative Synthesis\n		Assumptions Underlying Usher’s Model\n			How and Why Change Occurs\n			How Relationality Figures in Usher’s Model\n			How Temporality Figures in Usher’s Model\n			Patterns of Change\n			Ontological Perspective on Process\n		The Utility of Considering Usher’s Model as the Microfoundations for Innovation as Process\n			Critique of Usher’s Model\n			An Example of Usher’s Model in Practice\n			Future Research and Methodological Implications\n		The End of a Beginning\n		References\n	Chapter 23: Diffusion of Innovations\n		Introduction\n		Why are We Still Writing—and Reading—about the Diffusion of Innovations?\n		The Classical Diffusion Paradigm\n		Dissemination is Not Diffusion\n		Forming the Paradigm and Early Application\n		The Active Adopter in the Process of Diffusion\n		Adopter Activity as a Common Thread\n		The Need for Attending to the Issue of External Validity\n		Reshaping Diffusion Study through Dissemination and Implementation Science\n		Conclusion\n		References\n	Chapter 24: Processes of Emergence and Change in Industry and Ecosystem Infrastructure\n		Overview\n			Resource Endowments\n			Institutional Arrangements and Mechanisms\n			Proprietary Functions and Activities\n			Market Consumption\n		Temporal Dynamics of Industry and Ecosystems Infrastructure Emergence and Change\n			Community Ecology as a Forerunner\n			The Context of Ecosystems\n			Geography—Clusters and National Systems of Innovation\n			Social Systems Approach and Emergence Across Industries and Technologies\n		Synthesis—A Process Model of Infrastructure Emergence and Change\n		Conclusion: Opportunities for Advancing Knowledge\n		References\n	Chapter 25: Interorganizational Network Change\n		Method\n		How to Define Change\n		Change in Goal-DirectedNetworks\n		Change in Serendipitous Networks\n		Change in Organizations through Network Membership\n		Practical Management\n		Critique and Future Directions\n		References\n	Chapter 26: The Becoming of Change in 3D: Dialectics, Darwin, and Dewey\n		Introduction\n		Models of Change: Selected Chapters and Developments in the History of Ideas\n		Resources for Theory Construction: Dewey and Beyond\n			A) Drawing on Two Evolutionary Theories\n			B) Drawing on Relational Process Philosophy\n		Discussion\n			Untapped Sources for Modeling Change\n			Connecting the (Often) Unconnected\n		Conclusion\n		References\nPart VI: CORE ASPECTS IN ALL CHANGE MODELS\n	Chapter 27: Time and Temporality of Change Processes: Applying an event-based view to integrate episodic and continuous change\n		Introduction\n		Time and Change\n		The Ontological Divide between Episodic and Continuous Change\n			How Episodic Change Emerges in the Present\n			The Present as the Vantage Point for Past and Future Episodic Change\n			Integrating the Episodic and Continuous Views of Change into an Event-BasedView\n		Immanent Temporal Trajectory, Change, and Continuity\n		Conclusion\n		References\n	Chapter 28: Emotionality and Change\n		Introduction\n		Emotions—Adaptive Responses to Changing Circumstances\n		Collective Emotions in Organizations\n		Ebb and Flow of Emotions during Organizational Change\n			Change Leader Emotions and Change Initiation\n			Organization Members’ Initial Emotions and Actions\n			Accumulating Emotions during Change\n		Current State of Research and Next Steps\n		Research-BasedPrinciples of Change\n		Conclusion\n		References\n	Chapter 29: Must We Change? The Dark Side of Change and Change Resistance\n		Introduction\n			Preliminary Considerations\n		The Dark Side of Change\n			Substance: Change Logics and Management Ideas\n			Process: Means of Change\n			Outcomes: Negative Consequences of Change\n		Resistance to Change\n			Substance: The Nature of Resistance\n			Process: The Unfolding of Resistance\n			Outcomes: Consequences of Resistance\n		Conclusions and Implications\n		References\n	Chapter 30: Change That Concludes\n		Introduction\n		Where and When do Conclusions Take Place?\n			Termination of Organization\n			Separation: Concluding Relationships\n			Departure of Key Members\n			Reversal: Concluding Imagined Futures\n			Discontinuation of Labels and Routines\n			Project Closures\n		What is Change that Concludes\n			Ontology of Concluding\n		Why Do We Tend To Ignore Or Avoid Concluding?\n			Psychological Conditions\n			Organizational Conditions\n			Socio-EconomicConditions\n		Concluding Remarks: How Should We Approach Concluding?\n			Avoiding or Managing Loss?\n			Liminality and Rites of Passage\n			Back in Time: Shifting to a Process Ontology\n			Eternal Return\n		References\n	Chapter 31: Theories of Organizational Change as Assemblages\n		Simple Theories of Complex Organizational Change and Innovation\n		Creating Complex Theories by Combining Simple Motors\n		Relationships among Motors at Different Levels\n		Forms of Relationships Among Motors\n		Temporal Relationships Among Motors\n		Some Examples\n		Summary\n		Conclusion\n		References\nPart VII: REFLECTIONS\n	Chapter 32: From Resistance to Resilience\n		Introduction\n		Change and its Darksides\n		Resistance as Resilience\n		Closing Comments\n		References\n	Chapter 33: The Performative “Picture”: Thinking about change as if change mattered\n		References\n	Chapter 34: Dialectical Change Models: An Escher-inspired reflection\n		Positioning Dialectics: Paradox, Yin-Yangand Other Allied Traditions\n		Making Dialectics Relevant: Social Movements and Beyond\n		Dialectics in Whose Service?: Organizational Development (OD) and Other Interventions\n		Conclusion\n		References\n	Chapter 35: Connecting More Deeply with Life in Organizations\n		Assessing Theories of Change and Innovation\n		My Perspective\n			Reactions to the Chapters\n		References\n	Chapter 36: Entangled Views of Exogenous and Endogenous Change\n		Three Orientations to Exogenous and Endogenous Change\n			Ontologically and analytically separable but deeply entangled\n				Chapter 14: Hedging: Organizational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes by Alfred Marcus and Joel Malen\n				Chapter 17: Institutional Change by Evelyn Micelotta, Michael Lounsbury, and Royston Greenwood\n				Chapter 19: VSR Models of Change As Normative Practical Theory by Cara Mauer, Anne Miner, and Mary Crossan\n			Analytically separable\n				Chapter 15: Organizational Routines and Organizational Change by Brian T. Pentland and Kenneth T. Goh\n				Chapter 20: Conceptualizing Organizational Change through the Lens of Complexity Science by Kevin J. Dooley\n			Ontologically entangled\n				Chapter 8: Eastern Yin-Yang Model of Change by Runtian Jing\n				Chapter 27: Time and temporality of change processes. Applying an event-based view to integrate episodic and continuous change by Tor Hernes, Anthony Hussenot, and Kätlin Pulk\n		So What?\n		References\nIndex of Authors\nIndex