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Organizational Change
Example of Sound Theory
Citation and Abstract:Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510-540.
This article introduces four basic theories that may serve as building blocks for explaining processes of change in organizations: life cycle, teleolgoy, dilectics, and evolution. These four theories represent difference sequences of change events that are driven by differen conceptual motors and operate at different organizational levels. This article identifies how interplay among the theories produces a wide variety of more complex theories of change and development in organizational life.
Example of Sound Practice
Citation and Abstract:Burke, W. W. (2002). Organization Change: Theory and Practice (Foundations for Organizational Science). Thousand Oaks, CA: Sage Publications.
Examples of significant and successful organization change will be presented in this book. These examples, however, are exceptional. Most organization change is not significant or successful. Organizational improvements do occur, even frequently, and do work, but large-scale, fundamental organization change that works is rare. Why is this the case? There are many reasons. First anf foremost, deep organization change, especially attempting to change the culture of an organization is very difficult. Second, it is often hard to make a case for change, particularly when the organization appears to be doing well. Nothing is broken, so what's to fix? A paradox of organization changes is that the peak of success is the time to worry and to plan for and bring about significant change. Third, our knowledge for how to plan and implement organization change is limited. The primary purpose of this book is an attempt to rectify this limitation, at least to some extent.