Handbook of Organizational Change and InnovationMarshall Scott Poole, Andrew H. Van de Ven Oxford University Press, USA, 26.08.2004 - 429 Seiten It presents a state-of-the-art view that will serve as a springboard for further advances in this area." "Each chapter of this handbook sums up and assesses the state of knowledge in its area and builds on this foundation to advance a new view. The chapters, and the book, advance our thinking by developing integrative theories, by establishing connections among theories from different fields and research traditions, and by introducing new lines of inquiry. The Handbook of Organizational Change and Innovation will be an essential resource for researchers, teachers, and students in organizational studies."--Jacket. |
Inhalt
1 Central Issues in the Study of Change and Innovation | 3 |
2 Organizationally Relevant Journeys in Individual Change | 32 |
Groups as Complex Action Systems | 50 |
4 Dualities and Tensions of Planned Organizational Change | 73 |
Perspectives on Strategic Change in Organizations | 108 |
6 Dynamics of Structural Change | 161 |
7 Dynamics in Organizational Culture | 190 |
8 Evolutionary Dynamics of Organizational Populations and Communities | 212 |
A Literature Review and Synthesis | 259 |
10 Dynamics of Change in Organizational Fields | 304 |
11 The NationState and Culture as Influences on Organizational Change and Innovation | 324 |
12 Complexity Science Models of Organizational Change and Innovation | 354 |
13 Theories of Organizational Change and Innovation Processes | 374 |
| 399 | |
Andere Ausgaben - Alle anzeigen
Handbook of Organizational Change and Innovation Marshall Scott Poole,Andrew H. Van de Ven Eingeschränkte Leseprobe - 2004 |
Handbook of Organizational Change and Innovation Marshall Scott Poole,Andrew H. Van de Ven Eingeschränkte Leseprobe - 2004 |
Häufige Begriffe und Wortgruppen
Academy of Management action actors adaptation Administrative Science Quarterly agents appreciative inquiry approaches argue Baum behavior change and innovation change process chapter competition complex concepts contingency theory cycle DiMaggio dualities dynamics economic effects emergence empirical employees entities entrepreneurs environment environmental evolution evolutionary evolutionary economics example external firms focus focused ganizational goals Herskovits hierarchy individual change industry influence institutional change institutional theory institutionalization interactions internal interventions isomorphism learning organization legitimacy logic managerial ment motors networks nizational normative orga Organization Science organizational change organizational culture organizational ecology organizational field organizational forms organizational learning patterns performance perspective planned change Poole population ecology Powell practices punctuated equilibrium relationships resource-based view role Romanelli routines selection social movements stage Strategic Management Journal structure systems theory teleological tensions theories of change tion tional transformation Tushman University Press variables variation York zational