The Oxford Handbook of Organizational Change and Innovation (Oxford Handbooks)

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