Research in Organizational Change and Development
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- Description
- Contents
- About
Volume 29 of Research in Organizational Change and Development includes ten contributions from colleagues around the globe with powerful insights and potentially relevant impact for researching and practicing organization change and development during and post the pandemic.
The emerging people analytics subfield and organization development perspectives are brought together to present an integrated framework that can guide future theoretical development and practice. Bourdieu's concept of social position in the form of "habitus oriented approach" expands our understanding of human behavior. Lewin’s original view of political labs is advanced to examine the emerging phenomenon of labs as mechanisms for organization change and development. The alignment challenges of strategy and digital technology in government organizations is examined via the use of collaborative inquiry. The essence and context of collaboration in teams is investigated in the emerging new workplace. The current state of organizational DEI practice is examined and a new framework for diagnosing and addressing small-scale diversity-related challenges is introduced. Digital transformation suggests the need for a new STS platform with new guiding design principles. The establishment of a collaborative community generated insights into the challenges faced by healthcare organizations. Action research supported new cooperation and partnership between universities and external organizations. In the new “Reflection” feature, the author compares organization development (OD) and change management (CM) across eight concepts that are relevant to both OD and CM.
Chapter 1. Are OD and Analytics Twins Separated at Birth? Toward an Integrated Framework; Alec Levenson, Maura Stevenson, and Alexis Fink
- Chapter 2. The Laboratizaton of Change: What is it with Labs and Change these Days?; Marc Thompson and Mathis Schulte
- Chapter 3. Toward Reconfiguring Sociotechnical System Design: Digitally Infused Work Systems and the ‘Platform-STS’; John W. Selsky and Oguz N. Baburoglu
- Chapter 4. From Psychological Dispositions to Social Positions: Applying a Habitus Oriented Approach to Organization Development and Change; Baruch Shimoni
- Chapter 5. Using Action Research and Organization Design to Plan in-home Hospital Treatment; Iben Duvald
- Chapter 6. Opening the Doors of the Ivory Tower: Action Research as a Tool Supporting Cooperation Between Universities and External Organizations; Beata Jałocha, Ewa Bogacz-Wojtanowska, Anna Góral, Grażyna Prawelska-Skrzypek, and Piotr Jedynak
- Chapter 7. Designing for Collaboration: Don’t just Focus on the Team, Focus also on the Context in which Teams Work; Brenda A. Barker Scott and Michael R. Manning
- Chapter 8. Context-Levels-Culture (CLC): A Diagnostic Framework for Consulting to Diversity, Equity and Inclusion (DEI) Change in Organizations; Frank D. Golom and Mateo Cruz
- Chapter 9. Aligning Strategy and Digital Technology in Government Organizations: A Call for Action; Joe McDonagh
- Chapter 10. Reflections: Change Management is not Organization Development; W. Warner Burke
Abraham B. (Rami) Shani is Professor of Organization Behavior and Management at Orfalea College of Business, California Polytechnic State University, San Luis Obispo.
Debra A. Noumair is Professor of Psychology and Education in the Department of Organization and Leadership at Teachers College, Columbia University.