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

This volume includes papers by an international and diverse set of authors including Michael Beer, Victor Friedman, Luiz Gomez & Donna Ballard, Ethan Berstein & Frank Barrett, Karen Jansen & David Hoffman, Guido Maes & Geert Van Hootegem, and Tobias Fredberg, Flemming Norrgren & Rami Shani. The ideas expressed by these authors are as diverse as their backgrounds. New methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein & Barrett); and new theories for understanding change processes (Gomez & Ballard). The universal constant is change, and there are various ideas about sustaining change (Fredberg, Norrgren & Shani), mapping momentum changes during change efforts (Jansen & Hoffman), and exploring Lewin s notions of the criticality of social space to facilitate change (Friedman). This text demonstrates that as academics we advance the work in our field by looking forward and looking back. Understanding the origins of our theories and beliefs can be as important as pioneering new ideas and methodologies. 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 Volume 19 of Research in Organizational Change and Development includes papers by an international and diverse set of authors including Michael Beer, Victor Friedman, Luiz Gomez & Donna Ballard, Ethan Berstein & Frank Barrett, Karen Jansen & David Hoffman, Guido Maes & Geert Van Hootegem, and Tobias Fredberg, Flemming Norrgren & Rami Shani and the ideas expressed by these authors are as diverse as their backgrounds. New methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein & Barrett); and new theories for understanding change processes (Gomez & Ballard). The universal constant is change, and various ideas about sustaining change (Fredberg, Norrgren & Shani), mapping momentum changes during change efforts (Jansen & Hoffman) and exploring Lewins notions of the criticality of social space to facilitate change (Friedman). Volume 19 demonstrates that as academics, we advance the work in our field by both looking forward and looking back. Understanding the origins of our theories and beliefs can be as important as pioneering new ideas and methodologies. As you read Volume 19, we ask you to consider your own contributions to our field and to contact us to suggest topics for future volumes Annotation The papers in this collection focus on a central theme of gaining a greater understanding of individual, group and organizational change processes as a means of designing and managing change in complex human systems more effectively