Handbook of Organizational Change and InnovationMarshall Scott Poole, Andrew H. Van de Ven Oxford University Press, 26.08.2004 - 456 Seiten In a world of organizations that are in constant change scholars have long sought to understand and explain how they change. This book introduces research methods that are specifically designed to support the development and evaluation of organizational process theories. The authors are a group of highly regarded experts who have been doing collaborative research on change and development for many years. |
Inhalt
Organizationally Relevant Journeys in Individual Change | |
Groups as Complex Action Systems | |
Dualities and Tensions of Planned Organizational Change | |
Perspectives | |
Dynamics of Structural Change | |
Dynamics in Organizational Culture | |
Evolutionary Dynamics of Organizational Populations and Communities | |
A Literature Review | |
Dynamics of Change in Organizational Fields | |
The NationState and Culture as Influences on Organizational Change | |
Complexity Science Models of Organizational Change and Innovation | |
Theories of Organizational Change and Innovation Processes | |
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 adoption agents appreciative inquiry approaches argue assumptions Baum behavior change and innovation change process chapter cognitive competition complex concepts contingency theory cycle diffusion DiMaggio dualities dynamics economic effects emergence emphasized empirical employees entities entrepreneurs environment environmental evolutionary evolutionary economics example external firms focus focused goals Herskovits hierarchy human individual change industry influence institutional change institutional theory institutionalization interactions interventions isomorphism learning organization legitimacy logic Management Review managerial McKelvey motors networks normative occur Organization Science organization’s 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 Sociology stage Strategic Management Journal structure systems theory tensions theories of change transformation Tushman University Press variables variation York