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Research in organizational change and development. Vol. 16

Author: William A Pasmore; Richard W Woodman
Publisher: Amsterdam ; Oxford : Elsevier JAI, 2007.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
The Research in Organizational Change and Development series is an outlet for cutting edge conceptual and empirical scholarly contributions that have the capacity to shape research and practice. The field of organizational change and development continues to evolve rapidly, as the demand for rapid and effective organizational transformation has increased. It is more important that ever that scholars address topics  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Research in organizational change and development. Vol. 16.
Amsterdam ; Oxford : Elsevier JAI, 2007
(OCoLC)77257198
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: William A Pasmore; Richard W Woodman
ISBN: 9780080471532 0080471536
OCLC Number: 122385740
Description: 1 online resource (1 volume)
Contents: Cover --
Research in Organizational Change and Development --
Copyright Page --
Contents --
Preface --
List of Contributors --
Chapter 1. The Role of Energy-in-Conversation in Leading Organizational Change --
Introduction --
The Organizing Property of Conversations --
The ITAM Case Study --
Discussion --
Future Research --
References --
Chapter 2. A Hybrid Theory of Organizational Transformation --
Organizational Transformation Defined and two Approaches Introduced --
A Case of the Grow Approach to OT: Launching the ''Epsilon'' Automobile --
A Second Grow Case: The Fermi Nuclear Power Plant --
Tensions between Grow and Drive Approaches: Introducing Executive (Positional) Authority --
Case: A Grow Initiative Killed by the New Boss --
Tensions Between OT Front-Line Leaders and Executives: Opportunities for Integration --
Case: When Radical Structural Reform Really is the Top Priority --
Organizational Alignment and Integration --
Case with Alignment Issues: US Environmental Protection Agency --
One Regional Office --
Organizational Integration: Managing in Paradox --
Collaborating on the Contract; Partnering on the Project --
Conclusion --
Notes --
Acknowledgments --
References --
Chapter 3. Formation of Expectations Regarding Change Outcomes: Integrating Information and Social Effects --
Two Existing Approaches to Expectation Formation --
Expectation Formation: An Integrated Model --
Implications and Conclusions --
Acknowledgments --
References --
Chapter 4. CEO Discourse in Mergers and Acquisitions: Toward a Theory of the Promise-Realities Gap --
M & A and Discourse --
Methodology and Empirical Foundations --
Findings --
Further Explanations and Limitations --
Toward a Theory of the Promise-Realities Gap --
Conclusion and Suggestions for Further Research --
References --
Chapter 5. Taking Yourself With You: Transfer of Achieved Identity as a Predictor of Employee Adjustment to Change --
Social Identity and Organizational Change --
A Specific Type of Social Identity: Achieved Identity --
Transferring Achieved Identity --
Methods --
Results --
Discussion and Implications --
A Revised Model and Future Research --
Implications for Change Management --
Limitations --
Conclusion --
References --
Appendix --
Chapter 6. Witkin's Cognitive Styles and Field Theory Applied to the Study of Global Managers and OD Practitioners --
1. Scope of this Paper --
2. Cultural Influences and Differences --
3. Witkin's Field and Cognitive Style Theory --
4. Cultural Adaptation of Global Managers and Role Requisites --
5. Culture Gap between Traditional OD Values, the Organizational Culture of the Client System, and the Client System's National Culture --
6. Integrative Cognitive Functioning (Integrated Perceptual-Cognitive Ability) --
7. Future Research Agenda --
8. Concluding Remarks --
Notes --
References --
Chapter 7. Archetypal Change and the Professional Service Firm --
The Professional Service Context --
Archetypes and Change --
Toward a Theory of Archetypal Change --
Multiple Archetypes --
Implications and Future Research Directions --
Notes --
Acknowledgments --
References --
Chapter 8. Strategically Repositioning and Transforming.
Responsibility: edited by William A. Pasmore, Richard W. Woodman.

Abstract:

The Research in Organizational Change and Development series is an outlet for cutting edge conceptual and empirical scholarly contributions that have the capacity to shape research and practice. The field of organizational change and development continues to evolve rapidly, as the demand for rapid and effective organizational transformation has increased. It is more important that ever that scholars address topics such as increasing intervention effectiveness, managing emotional issues raised during change, measuring the impact of change, and improving the methods we use to conduct research on.

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