As with previous volumes in "Research in Organizational Change and Development," volume 11 contains papers that range from explorations of individual action in organizational change to studies of multiple organizations. The change and development field continues to explore new theoretical frames, research methods, and change practice. The chapters in this volume further demonstrate the expanding boundaries of the field.

Ideas which are comfortable and familiar are not likely to challenge or transform our thinking. As human beings, our need to reduce cognitive dissonance causes us to seek the familiar and reject the unfamiliar, often without careful reflection. Scholars must overcome such natural tendencies in order to look beyond the reaches of well accepted doctrine, exploring less-understood and less-accepted explanations of the way things are, and consider instead the possibilities that alternative futures could hold. Collectively the chapters that make up volume 12 are a statement of the vibrancy and...

This volume covers such topics as psychological ownership in organizations, employee perceptions of fairness when human resource systems change, a culture-based perspective of organization development implementation, and mapping the progress of change through organizational levels.

Covers such topics as locating meaning making in organizational learning, internalization and the firm's growth, the psychology of organizational transactions, and organizational design and organizational development solutions to the problem of R&D-marketing integration.

Part of a series on research in organizational change and development, this book deals with such topics as practitioner attitudes to the field of organizational development and the effects of union status on employee involvement.

This book brings new perspectives to classic issues in the field such as organizational complexity, change leadership, emotional intelligence and interorganizational change.

Explores the dynamics of time in organizational change, proposing the use of the concept of "flow time." This book examines the issue of excessive change in organizations, which are defined as the simultaneous pursuit of multiple unrelated changes.

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...

For 25 years Research in Organizational Change and Development has provided a special platform for scholars and practitioners to share new research-based insights. Volume 20 continues the tradition of providing insightful and thought-provoking chapters. Some papers bring new perspectives to classic issues in the field such as survey feedback, learning and change leadership. Others explore new territories, such as the role of computer mediated communication and its impact on organizational change and development, action learning and the role that it can play in the development of...