The Oxford Handbook of Organizational Change and Innovation, Second Edition

  • 22h 39m
  • Andrew Van de Ven, Marshall Scott Poole
  • Oxford University Press (US)
  • 2021

Organizational change and innovation are central and enduring issues in management theory and practice. Dramatic changes in population demographics, technology, competitive survival, and social, economic, and environmental health and sustainability concerns means the need to understand how organizations respond to these shifts through change and innovation has never been greater. Why and what organizations change is generally well known; how organizations change is therefore the central focus of this Handbook. It focuses on processes of change -- or the sequence of events in which organizational characteristics and activities change and develop over time -- and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process?; what are the key concepts and models for understanding organization change and innovation?; and how should we study change and innovation? This Handbook presents critical evolving scholarship from leading experts across a range of disciplines, and explores its implications for future research and practice.

In this Book

  • Introduction—Central Issues in the Study of Organizational Change and Innovation
  • Historical Currents in Scholarship of Organization Change
  • Dualisms and Dualities in the Ongoing Development of Organization Development
  • Upside-Down Organizational Change—Sensemaking, Sensegiving, and the New Generation
  • Organizational Identity and Culture Change
  • An Effectual Entreprenurial Model of Organizational Change—Acting on, Reacting to, and Interacting with Markets as Artifacts
  • The Paradox Perspective and the Dialectics of Contradictions Research
  • Eastern Yin-Yang Model of Change
  • Social Movements and Organizational Change
  • Becoming an Agent of Change
  • Stakeholder Model of Change
  • Critical Approaches and Perspectives on Organizational Change
  • The Life Cycle Process Model
  • Hedging—Organizational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes
  • Organizational Routines and Organizational Change
  • Discontinuous Change in Organizations and Fields
  • Institutional Change
  • Evolutionary Dynamics of Organizational Populations and Communities
  • VSR Models of Change as Normative Practical Theory
  • Conceptualizing Organizational Change Through the Lens of Complexity Science
  • Landscape Models of Complex Change
  • Microfoundations of Innovation as Process—Usher’s Cumulative Synthesis Model
  • Diffusion of Innovations
  • Processes of Emergence and Change in Industry and Ecosystem Infrastructure
  • Interorganizational Network Change
  • The Becoming of Change in 3D—Dialectics, Darwin, and Dewey
  • Time and Temporality of Change Processes—Applying an Event-Based View to Integrate Episodic and Continuous Change
  • Emotionality and Change
  • Must We Change? the Dark Side of Change and Change Resistance
  • Change That Concludes
  • Theories of Organizational Change as Assemblages
  • From Resistance to Resilience
  • The Performative “Picture”—Thinking about Change as If Change Mattered
  • Dialectical Change Models—An Escher-Inspired Reflection
  • Connecting More Deeply with Life in Organizations
  • Entangled Views of Exogenous and Endogenous Change