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TitleResearch in Organizational Change and Development: Vol. 18 (Research in Organizational Change & Development)
LanguageEnglish
File Size2.3 MB
Total Pages384
Table of Contents
                            Front cover
Research in organizational change and development
Copyright page
Contents
List of contributors
Preface
Chapter 1. Built to change organizations and responsible progress: twin pillars of sustainable success
	Models of organization effectiveness
	Integrating OE perspectives: the responsible progress framework
	Revising the agility model to support responsible progress
	Implications for organization development and change
	Notes
	References
	Further Reading
Chapter 2. Breaking out of Strategy Vectors: Reintroducing Culture
	Introduction
	Getting in and out of lock-in: conceptualising the structural context
	Delivering change in Formula One: the case of Ferrari
	Analysing Ferrari: linking capability development to more fundamental change
	Discussion
	Conclusion
	Notes
	Acknowledgments
	References
Chapter 3. Transcending paradox: movement as a means for sustaining high performance
	Introduction: a study of sustained high performance
	Theoretical framework
	The research journey
	Findings
	Discussion
	A model for sustaining high performance
	Implications for practice
	Conclusion
	References
Chapter 4. Relational space and learning experiments: the heart of sustainability collaborations
	Trust and Learning in Inter-Organizational Collaborations
	Methods
	Findings
	Trust and Learning in Relational Space
	Dynamics of Relational Space
	Theoretical Implications
	Implications for Sustainability Collaborations
	Notes
	Acknowledgment
	References
Chapter 5. Seeking common ground in the diversity and diffusion of action research and collaborative management research action modalities: toward a general empirical method
	The turn from modernism
	The structure of human knowing
	The general empirical method
	The generative insight and application of the general empirical method across modalities of action research and collaborative management research
	Discussion
	Conclusions
	Acknowledgments
	References
Chapter 6. Art or artistquest An analysis of eight large-group methods for driving large-scale change
	Introduction
	Method
	Findings
	Conclusions
	Notes
	Acknowledgments
	References
	Appendices
Chapter 7. That’s not how I see it: How trust in the organization, leadership, process, and outcome influence individual responses to organizational change
	Introduction
	Responses to change
	Methods
	Findings and analysis
	Trust
	Identity
	Trust as an emergent state
	Trust building and responses to change
	Implications
	Conclusions
	References
	Appendix. Survey of responses to change
Chapter 8. The impact of trust on the organizational merger process
	Introduction
	Research method
	Emerging factors for successful mergers
	Trust
	Interpretations of results
	Conclusion
	References
Chapter 9. The mature workforce and the changing nature of work
	Introduction
	The current situation
	The changing nature of work
	Implications for organizations
	Implications for the mature workforce
	The dilemma of colliding trends
	New thinking required
	Systemic initiatives
	Next steps
	References
About the authors
                        
Document Text Contents
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