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Produktbild: The Oxford Handbook of Organizational Change and Innovation

The Oxford Handbook of Organizational Change and Innovation

Aus der Reihe Oxford Handbooks

142,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

20.07.2021

Herausgeber

Marshall Scott Poole + weitere

Verlag

Oxford University Press

Seitenzahl

962

Maße (L/B/H)

24,9/18/6,1 cm

Gewicht

1860 g

Auflage

2nd edition

Sprache

Englisch

ISBN

978-0-19-884597-3

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

20.07.2021

Herausgeber

Verlag

Oxford University Press

Seitenzahl

962

Maße (L/B/H)

24,9/18/6,1 cm

Gewicht

1860 g

Auflage

2nd edition

Sprache

Englisch

ISBN

978-0-19-884597-3

EU-Ansprechpartner

Zeitfracht Medien GmbH
Ferdinand-Jühlke-Straße 7
99095 Erfurt
DE
produktsicherheit@zeitfracht.de

Herstelleradresse

Oxford University Press
Great Clarendon Street
OX2 6DP Oxford
GB
EXPORTtradequeries@oup.com

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  • Produktbild: The Oxford Handbook of Organizational Change and Innovation


    • 1: Andrew H. Van de Ven and Marshall Scott Poole: Introduction: Central Issues In The Study of Organizational Change and Innovation


    • I. Teleological Models of Change


    • 2: W. Warner Burke: Historical Currents in Scholarship of Organization Change


    • 3: Jean Bartunek, Linda Putnam, and Myeong-gu Seo: Dualities and Tensions in Ongoing Development of Organization Development


    • 4: Alexandra Rheinhardt and Dennis A. Gioia: Upside-Down Organizational Change: Sensemaking, Sensegiving, and the New Generation


    • 5: Davide Ravasi and Majken Schultz: Organization Identity and Culture Change


    • 6: Saras D. Sarasvathy and S. Venkataraman: An Effectual Entrepreneurial Model of Organizational Change:Acting on, Reacting to, and Interacting With Markets as Artifacts


    • II. Dialectical Models of Change


    • 7: Timothy J. Hargrave): The Paradox Perspective and the Dialectics of Contradictions Research


    • 8: Runtian Jing: Eastern Yin-Yang Model of Change


    • 9: Gerald F. Davis and Eun Woo Kim: Social Movements and Organizational Change


    • 10: Craig Prichard and Douglas Creed: Agency in Social Movements as Sources of Change


    • 11: Laurie Lewis: Stakeholder Model of Change


    • 12: Rosie Oswick, Cliff Oswick, and David Grant: Critical Approaches and Perspectives on Organizational Change


    • III. Life Cycle Models of Change


    • 13: Marshall Scott Poole and Andrew H. Van de Ven: The Life Cycle Process Model


    • 14: Alfred Marcus and Joel Malen: Hedging: Organziational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes


    • 15: Brian T. Pentland and Kenneth T. Goh: Organizational Routines and Organizational Change


    • 16: Vibha Gaba and Alan D. Meyer: Discontinuous Change in Organizations and Fields


    • 17: Evelyn Micelotta, Michael Lounsbury, and Royston Greenwood: Institutional Change


    • IV. Evolutionary Models of Change


    • 18: Joel A. C. Baum and Hayagreva Rao: Evolutionary Dynamics of Organziational Populations and Communities


    • 19: Anne Miner, Mary Crossan, and Cara Maurer: VSR Models of Change as Normative Practical Theory


    • 20: Kevin J. Dooley: Conceptualizing Organizational Change Through the Lens of Complexity Science


    • 21: Daniel Albert and Martin Ganco: Landscape Models of Complex Change


    • V. Hybrid Change Process Models


    • 22: Raghu Garud and Marja Turunen: Microfoundations of Innovation as Process: Usher's Cumulative Synthesis Model


    • 23: James W. Dearing: Diffusion of Innovations


    • 24: Jennifer Woolley: Processes of Emergence and Change in Industry and Ecosystem Infrastructure


    • 25: Michele Shumate and Zachary Gibson: Interorganizational Network Change


    • 26: Moshe Farjoun: The Becoming of Change in 3D: Dialectics, Darwin, and Dewey


    • VI. Core Aspects in all Change Models


    • 27: Tor Hernes, Anthony Hussenot, and Kätlin Pulk: Time and Temporality of Change Processes: Applying An Event-Based View to Integrate Episodic and Continuous Change


    • 28: Quy Huy Nguyen and Timo Vuori: Emotionality and Change


    • 29: Theodore E. Zorn and Jennifer Scott: Must We Change? The Dark Side of Change and Change Resistance


    • 30: Saku Mantere and Rene Wiedner: Change That Concludes


    • 31: Theories of Organizational Change as Assemblages


    • VII. Reflections


    • 32: Kathleen M. Sutcliffe: From Resistance to Resilience


    • 33: Haridimos Tsoukas: The Performative "Picture": Thinking About Change as if Change Mattered


    • 34: Moshe Farjoun: Dialectical Change Models: An Escher-Inspired Reflection


    • 35: Stanley Deetz: Connecting More Deeply with Life in Organizations


    • 36: Martha S. Feldman: Exogneous and Endogenous Change: Entangled Views