The Oxford Handbook of Organizational Change and Innovation

Organizational change and innovation are central and enduring issues in management theory and practice. Dramatic changes in population demographics, technology, competitive survival, and social, economic, and environmental health and sustainability concerns means the need to understand how organizations repond to these shifts through change and innovation has never been greater. Why and what organizations change is generally well known; how organizations change is therefore the central focus of this Handbook. It focuses on processes of change -- or the sequence of events in which organizational characteristics and activities change and develop over time -- and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process?; what are the key concepts and models for understanding organization change and innovation?; and how should we study change and innovation? This Handbook presents critical evolving scholarship from leading experts across a range of disciplines, and explores its implications for future research and practice.

Marshall Scott Poole, David L. Swanson Professor of Communication, Senior Research Scientist at the National Center for Supercomputing Applications, and Director of I-CHASS, University of Illinois,Andrew Van de Ven, Professor Emeritus, University of Minnesota

Marshall Scott Poole is the David L. Swanson Professor of Communication, Senior Research Scientist at the National Center for Supercomputing Applications, and Director of I-CHASS: The Institute for Computing in the Humanities, Arts, and Social Sciences at the University of Illinois. He is also a CCSS Fellow in the Organization Science Program at Vrije University in Amsterdam, Netherlands.


Andrew H. Van de Ven is Professor Emeritus in the Carlson School of the University of Minnesota, and former President of the Academy of Management.

1. Introduction: Central Issues In The Study of Organizational Change and Innovation, Andrew H. Van de Ven and Marshall Scott Poole
I. Teleological Models of Change
2. Historical Currents in Scholarship of Organization Change, W. Warner Burke
3. Dualities and Tensions in Ongoing Development of Organization Development, Jean Bartunek, Linda Putnam, and Myeong-gu Seo
4. Upside-Down Organizational Change: Sensemaking, Sensegiving, and the New Generation, Alexandra Rheinhardt and Dennis A. Gioia
5. Organization Identity and Culture Change, Davide Ravasi and Majken Schultz
6. An Effectual Entrepreneurial Model of Organizational Change:Acting on, Reacting to, and Interacting With Markets as Artifacts, Saras D. Sarasvathy and S. Venkataraman
II. Dialectical Models of Change
7. The Paradox Perspective and the Dialectics of Contradictions Research, Timothy J. Hargrave)
8. Eastern Yin-Yang Model of Change, Runtian Jing
9. Social Movements and Organizational Change, Gerald F. Davis and Eun Woo Kim
10. Agency in Social Movements as Sources of Change, Craig Prichard and Douglas Creed
11. Stakeholder Model of Change, Laurie Lewis
12. Critical Approaches and Perspectives on Organizational Change, Rosie Oswick, Cliff Oswick, and David Grant
III. Life Cycle Models of Change
13. The Life Cycle Process Model, Marshall Scott Poole and Andrew H. Van de Ven
14. Hedging: Organziational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes, Alfred Marcus and Joel Malen
15. Organizational Routines and Organizational Change, Brian T. Pentland and Kenneth T. Goh
16. Discontinuous Change in Organizations and Fields, Vibha Gaba and Alan D. Meyer
17. Institutional Change, Evelyn Micelotta, Michael Lounsbury, and Royston Greenwood
IV. Evolutionary Models of Change
18. Evolutionary Dynamics of Organziational Populations and Communities, Joel A. C. Baum and Hayagreva Rao
19. VSR Models of Change as Normative Practical Theory, Anne Miner, Mary Crossan, and Cara Maurer
20. Conceptualizing Organizational Change Through the Lens of Complexity Science, Kevin J. Dooley
21. Landscape Models of Complex Change, Daniel Albert and Martin Ganco
V. Hybrid Change Process Models
22. Microfoundations of Innovation as Process: Usher's Cumulative Synthesis Model, Raghu Garud and Marja Turunen
23. Diffusion of Innovations, James W. Dearing
24. Processes of Emergence and Change in Industry and Ecosystem Infrastructure, Jennifer Woolley
25. Interorganizational Network Change, Michele Shumate and Zachary Gibson
26. The Becoming of Change in 3D: Dialectics, Darwin, and Dewey, Moshe Farjoun
VI. Core Aspects in all Change Models
27. Time and Temporality of Change Processes: Applying An Event-Based View to Integrate Episodic and Continuous Change, Tor Hernes, Anthony Hussenot, and K?tlin Pulk
28. Emotionality and Change, Quy Huy Nguyen and Timo Vuori
29. Must We Change? The Dark Side of Change and Change Resistance, Theodore E. Zorn and Jennifer Scott
30. Change That Concludes, Saku Mantere and Rene Wiedner
31. Theories of Organizational Change as Assemblages
VII. Reflections
32. From Resistance to Resilience, Kathleen M. Sutcliffe
33. The Performative "Picture": Thinking About Change as if Change Mattered, Haridimos Tsoukas
34. Dialectical Change Models: An Escher-Inspired Reflection, Moshe Farjoun
35. Connecting More Deeply with Life in Organizations, Stanley Deetz
36. Exogneous and Endogenous Change: Entangled Views, Martha S. Feldman