Research in Organizational Change and Development:
Volume 29 of Research in Organizational Change and Developmentincludes 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
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2021
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Research in Organizational Change and Development Series
v.29 |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Volume 29 of Research in Organizational Change and Developmentincludes 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 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (297 Seiten) |
| ISBN: | 9781802621754 |
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| 505 | 8 | |a Cover -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- Copyright -- CONTENTS -- ABOUT THE CONTRIBUTORS -- PREFACE -- Are OD and Analytics Twins Separated at Birth? Toward an Integrated Framework -- Abstract -- Defining the Foundations and Boundaries of OD and Analytics -- Where OD and PA Are More Likely to Intersect in Practice Today -- Taking an Integrated OD and PA Approach -- Discussion and Direction for Future Research and Practice -- Conclusion -- References -- The Laboratization of Change: What Is It with Labs and Change These Days? -- Abstract -- Introduction -- Revisiting the Scientific Lab -- Revisiting Kurt Lewin's Social Behavior Labs -- Six Criteria to Assess Modern Labs -- Rationale and Theoretical Foundation -- Governance and Funding -- Experimentation -- Collaboration -- Boundaries -- Temporality -- Paradoxes of the Six Criteria: Implications for Research and Practice -- Theory -- Experimentation -- Boundaries -- Collaboration -- Governance -- Temporality -- Interconnections between the Six Criteria -- Concluding Remarks -- References -- Toward Reconfiguring Sociotechnical Systems Design: Digitally Infused Work Systems and the "Platform-STS" -- Abstract -- Introduction -- Digital Transformation and Disruption -- Sociotechnical Systems Design1 -- Building upon the Original STSD Concepts -- Design Principles -- Knowledge-work Applications -- Environment -- Technology Choice -- Classes of Sociotechnical Systems -- Industrial Applications -- Office-professional Applications -- Platform Applications -- Hybrid Forms -- Design Implications of Classifying Stss -- P-STS Requires a New Design Principle -- STSD Supports Strategic Adaptation -- STSD Affects System Regulation -- Reworking STS Design for Digital Platform Work Systems | |
| 505 | 8 | |a Joint Optimization -- Design Choice -- Open System -- Conclusion -- Implications for Practice -- Future Prospects and Research -- Notes -- References -- From Psychological Dispositions to Social Positions: Applying a Habitus-oriented Approach to Organization Development and C ... -- Abstract -- Introduction -- A Call for Help -- Social Position, Field, Habitus, and Relational Perspective at SG: A First Glance -- Individually Oriented OD -- The Sonic Group (SG) Case -- Applying Bourdieu's Social Position and Habitus at SG -- Social Position -- Contesting Social Positions -- Bourdieu's Relational Perspective -- Concluding Discussion -- Yet, Why Social Position? -- The Habitus-oriented Approach: A Theory of Social Life and Human Agency -- Future Research and Practice -- Practical Applications for OD Projects -- Acknowledgment -- Note -- References -- Using Action Research and Organization Design to Plan In-home Hospital Treatment -- Abstract -- Introduction to a Great Challenge and a Response -- Organization Design -- Methods, Context, and Process -- Research Setting and the Three Different Type of Collaborative Organizations -- Context Phase and Purpose -- The Constructing Phase: Process and Methods -- The Planning Phase: Process and Methods -- Consequences of the Pandemic -- From Constructing Phase to Planning Phase by Using the Star Model -- Discussion of Learning Outcomes -- Context -- Quality of Relationships -- Quality of the Action Research Process Itself -- Outcomes -- Lessons Learned by Establishing a Small-scale Collaborative Community -- A Limitation -- Implications -- Conclusion -- Acknowledgment -- Note -- References -- Opening the Doors of the Ivory Tower: Action Research as a Tool Supporting Cooperation between Universities and External Or ... -- Abstract -- Introduction | |
| 505 | 8 | |a The Contemporary University and Its Third Mission: Cooperation of the University with the External Environment -- Action Research as a Means of Introducing Organizational Change -- Case Study: Project "Research for Practice" Carried Out By the University in Cooperation with External Organizations -- Research Methods -- Project and Its Context -- Organizational Change in the Area of Cooperation between the University and External Organizations Using Action Research -- Concluding Discussion -- Notes -- References -- Designing for Collaboration: Don't Just Focus on the Team, Focus Also on the Context in Which Teams Work -- Abstract -- Introduction: Looking for Collaboration in All the Wrong Places -- Approaching Inquiry with a Head Full of Theories -- Inside-out Approach: Exploring Collaboration as a Cross-boundary Competence -- Outside-in Approach: Designing the Collaborative Organizational Context -- From Theory to Practice -- The Case of the Consumer Tax Group of Intuit Canada -- Three Factors Shape the Collaborative Workplace: Collaborative Work, Relationships, and Behaviors -- Collaborative Work Factor -- Collaborative Relationships Factor -- Collaborative Behaviors Factor -- Collaborative Leadership -- Implications for Research and Practice -- Closing Remarks -- Acknowledgements -- References -- Context-Levels-Culture: A Diagnostic Framework for Consulting to Diversity, Equity, and Inclusion Change in Organizations -- Abstract -- DEI and Organizational Change -- Identifying the DEI "Problem" -- Approaches to Intervention -- Framing DEI from a Systems Perspective -- A Systems Approach to Diagnosing DEI Issues: The Context-Levels-Culture Framework -- Context -- Levels of Analysis -- Organizational Culture -- Case Study: Applying the CLC Framework to a Professional Services Firm -- Background -- Contracting -- Data Collection and Diagnosis | |
| 505 | 8 | |a Implications of the Case for the CLC Framework -- Implications of the CLC Framework for ODC Research and Practice -- Conclusion -- Acknowledgments -- References -- Search Terminology Used -- Aligning Strategy and Digital Technology in Government Organizations: A Call to Action -- Abstract -- Introduction -- Aligning Strategy and Digital Technology -- Digital Foundations -- The Place of Strategy -- The Alignment Challenge -- The Need for Fresh Approaches -- The Case for Collaborative Inquiry -- The Practice of Collaborative Inquiry -- The Fruits of Collaborative Inquiry -- Cycles of Alignment Work -- The Discovery Cycle -- The Renewal Cycle -- The Empowerment Cycle -- The Orchestration Cycle -- Deep and Demanding -- Reflections -- Reflections on the Role of OD& -- C Scholars -- The Practice of Collaborative Inquiry -- New Avenues in Alignment Research -- Conclusions -- References -- Reflections: Change Management Is Not Organization Development -- Abstract -- Part One: Comparing Change Management and Organization Development -- Guiding Philosophy -- Value System -- Theory -- Primary Skill -- Intervention Mode -- Change Model -- Change Activities -- Sustainment of Change -- Part Two: Where Do We Go from Here? -- Pandemic of 2020-2021 -- Things to Remember -- References | |
| 520 | |a Volume 29 of Research in Organizational Change and Developmentincludes 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 | ||
| 650 | 4 | |a Organizational change | |
| 700 | 1 | |a Noumair, Debra A. |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Shani, Abraham B. (Rami) |t Research in Organizational Change and Development |d Bingley : Emerald Publishing Limited,c2021 |z 9781802621747 |
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Datensatz im Suchindex
| _version_ | 1810600638294261761 |
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| adam_text | |
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| author | Shani, Abraham B. (Rami) |
| author_facet | Shani, Abraham B. (Rami) |
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| author_sort | Shani, Abraham B. (Rami) |
| author_variant | a b r s abr abrs |
| building | Verbundindex |
| bvnumber | BV049874162 |
| collection | ZDB-30-PQE |
| contents | Cover -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- Copyright -- CONTENTS -- ABOUT THE CONTRIBUTORS -- PREFACE -- Are OD and Analytics Twins Separated at Birth? Toward an Integrated Framework -- Abstract -- Defining the Foundations and Boundaries of OD and Analytics -- Where OD and PA Are More Likely to Intersect in Practice Today -- Taking an Integrated OD and PA Approach -- Discussion and Direction for Future Research and Practice -- Conclusion -- References -- The Laboratization of Change: What Is It with Labs and Change These Days? -- Abstract -- Introduction -- Revisiting the Scientific Lab -- Revisiting Kurt Lewin's Social Behavior Labs -- Six Criteria to Assess Modern Labs -- Rationale and Theoretical Foundation -- Governance and Funding -- Experimentation -- Collaboration -- Boundaries -- Temporality -- Paradoxes of the Six Criteria: Implications for Research and Practice -- Theory -- Experimentation -- Boundaries -- Collaboration -- Governance -- Temporality -- Interconnections between the Six Criteria -- Concluding Remarks -- References -- Toward Reconfiguring Sociotechnical Systems Design: Digitally Infused Work Systems and the "Platform-STS" -- Abstract -- Introduction -- Digital Transformation and Disruption -- Sociotechnical Systems Design1 -- Building upon the Original STSD Concepts -- Design Principles -- Knowledge-work Applications -- Environment -- Technology Choice -- Classes of Sociotechnical Systems -- Industrial Applications -- Office-professional Applications -- Platform Applications -- Hybrid Forms -- Design Implications of Classifying Stss -- P-STS Requires a New Design Principle -- STSD Supports Strategic Adaptation -- STSD Affects System Regulation -- Reworking STS Design for Digital Platform Work Systems Joint Optimization -- Design Choice -- Open System -- Conclusion -- Implications for Practice -- Future Prospects and Research -- Notes -- References -- From Psychological Dispositions to Social Positions: Applying a Habitus-oriented Approach to Organization Development and C ... -- Abstract -- Introduction -- A Call for Help -- Social Position, Field, Habitus, and Relational Perspective at SG: A First Glance -- Individually Oriented OD -- The Sonic Group (SG) Case -- Applying Bourdieu's Social Position and Habitus at SG -- Social Position -- Contesting Social Positions -- Bourdieu's Relational Perspective -- Concluding Discussion -- Yet, Why Social Position? -- The Habitus-oriented Approach: A Theory of Social Life and Human Agency -- Future Research and Practice -- Practical Applications for OD Projects -- Acknowledgment -- Note -- References -- Using Action Research and Organization Design to Plan In-home Hospital Treatment -- Abstract -- Introduction to a Great Challenge and a Response -- Organization Design -- Methods, Context, and Process -- Research Setting and the Three Different Type of Collaborative Organizations -- Context Phase and Purpose -- The Constructing Phase: Process and Methods -- The Planning Phase: Process and Methods -- Consequences of the Pandemic -- From Constructing Phase to Planning Phase by Using the Star Model -- Discussion of Learning Outcomes -- Context -- Quality of Relationships -- Quality of the Action Research Process Itself -- Outcomes -- Lessons Learned by Establishing a Small-scale Collaborative Community -- A Limitation -- Implications -- Conclusion -- Acknowledgment -- Note -- References -- Opening the Doors of the Ivory Tower: Action Research as a Tool Supporting Cooperation between Universities and External Or ... -- Abstract -- Introduction The Contemporary University and Its Third Mission: Cooperation of the University with the External Environment -- Action Research as a Means of Introducing Organizational Change -- Case Study: Project "Research for Practice" Carried Out By the University in Cooperation with External Organizations -- Research Methods -- Project and Its Context -- Organizational Change in the Area of Cooperation between the University and External Organizations Using Action Research -- Concluding Discussion -- Notes -- References -- Designing for Collaboration: Don't Just Focus on the Team, Focus Also on the Context in Which Teams Work -- Abstract -- Introduction: Looking for Collaboration in All the Wrong Places -- Approaching Inquiry with a Head Full of Theories -- Inside-out Approach: Exploring Collaboration as a Cross-boundary Competence -- Outside-in Approach: Designing the Collaborative Organizational Context -- From Theory to Practice -- The Case of the Consumer Tax Group of Intuit Canada -- Three Factors Shape the Collaborative Workplace: Collaborative Work, Relationships, and Behaviors -- Collaborative Work Factor -- Collaborative Relationships Factor -- Collaborative Behaviors Factor -- Collaborative Leadership -- Implications for Research and Practice -- Closing Remarks -- Acknowledgements -- References -- Context-Levels-Culture: A Diagnostic Framework for Consulting to Diversity, Equity, and Inclusion Change in Organizations -- Abstract -- DEI and Organizational Change -- Identifying the DEI "Problem" -- Approaches to Intervention -- Framing DEI from a Systems Perspective -- A Systems Approach to Diagnosing DEI Issues: The Context-Levels-Culture Framework -- Context -- Levels of Analysis -- Organizational Culture -- Case Study: Applying the CLC Framework to a Professional Services Firm -- Background -- Contracting -- Data Collection and Diagnosis Implications of the Case for the CLC Framework -- Implications of the CLC Framework for ODC Research and Practice -- Conclusion -- Acknowledgments -- References -- Search Terminology Used -- Aligning Strategy and Digital Technology in Government Organizations: A Call to Action -- Abstract -- Introduction -- Aligning Strategy and Digital Technology -- Digital Foundations -- The Place of Strategy -- The Alignment Challenge -- The Need for Fresh Approaches -- The Case for Collaborative Inquiry -- The Practice of Collaborative Inquiry -- The Fruits of Collaborative Inquiry -- Cycles of Alignment Work -- The Discovery Cycle -- The Renewal Cycle -- The Empowerment Cycle -- The Orchestration Cycle -- Deep and Demanding -- Reflections -- Reflections on the Role of OD& -- C Scholars -- The Practice of Collaborative Inquiry -- New Avenues in Alignment Research -- Conclusions -- References -- Reflections: Change Management Is Not Organization Development -- Abstract -- Part One: Comparing Change Management and Organization Development -- Guiding Philosophy -- Value System -- Theory -- Primary Skill -- Intervention Mode -- Change Model -- Change Activities -- Sustainment of Change -- Part Two: Where Do We Go from Here? -- Pandemic of 2020-2021 -- Things to Remember -- References |
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| dewey-full | 906 |
| dewey-hundreds | 900 - History & geography |
| dewey-ones | 906 - Organizations & management |
| dewey-raw | 906 |
| dewey-search | 906 |
| dewey-sort | 3906 |
| dewey-tens | 900 - History & geography |
| discipline | Geschichte |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049874162 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:22:05Z |
| institution | BVB |
| isbn | 9781802621754 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213620 |
| oclc_num | 1285784136 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (297 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| series2 | Research in Organizational Change and Development Series |
| spelling | Shani, Abraham B. (Rami) Verfasser aut Research in Organizational Change and Development 1st ed Bingley Emerald Publishing Limited 2021 ©2022 1 Online-Ressource (297 Seiten) txt rdacontent c rdamedia cr rdacarrier Research in Organizational Change and Development Series v.29 Description based on publisher supplied metadata and other sources Cover -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- Copyright -- CONTENTS -- ABOUT THE CONTRIBUTORS -- PREFACE -- Are OD and Analytics Twins Separated at Birth? Toward an Integrated Framework -- Abstract -- Defining the Foundations and Boundaries of OD and Analytics -- Where OD and PA Are More Likely to Intersect in Practice Today -- Taking an Integrated OD and PA Approach -- Discussion and Direction for Future Research and Practice -- Conclusion -- References -- The Laboratization of Change: What Is It with Labs and Change These Days? -- Abstract -- Introduction -- Revisiting the Scientific Lab -- Revisiting Kurt Lewin's Social Behavior Labs -- Six Criteria to Assess Modern Labs -- Rationale and Theoretical Foundation -- Governance and Funding -- Experimentation -- Collaboration -- Boundaries -- Temporality -- Paradoxes of the Six Criteria: Implications for Research and Practice -- Theory -- Experimentation -- Boundaries -- Collaboration -- Governance -- Temporality -- Interconnections between the Six Criteria -- Concluding Remarks -- References -- Toward Reconfiguring Sociotechnical Systems Design: Digitally Infused Work Systems and the "Platform-STS" -- Abstract -- Introduction -- Digital Transformation and Disruption -- Sociotechnical Systems Design1 -- Building upon the Original STSD Concepts -- Design Principles -- Knowledge-work Applications -- Environment -- Technology Choice -- Classes of Sociotechnical Systems -- Industrial Applications -- Office-professional Applications -- Platform Applications -- Hybrid Forms -- Design Implications of Classifying Stss -- P-STS Requires a New Design Principle -- STSD Supports Strategic Adaptation -- STSD Affects System Regulation -- Reworking STS Design for Digital Platform Work Systems Joint Optimization -- Design Choice -- Open System -- Conclusion -- Implications for Practice -- Future Prospects and Research -- Notes -- References -- From Psychological Dispositions to Social Positions: Applying a Habitus-oriented Approach to Organization Development and C ... -- Abstract -- Introduction -- A Call for Help -- Social Position, Field, Habitus, and Relational Perspective at SG: A First Glance -- Individually Oriented OD -- The Sonic Group (SG) Case -- Applying Bourdieu's Social Position and Habitus at SG -- Social Position -- Contesting Social Positions -- Bourdieu's Relational Perspective -- Concluding Discussion -- Yet, Why Social Position? -- The Habitus-oriented Approach: A Theory of Social Life and Human Agency -- Future Research and Practice -- Practical Applications for OD Projects -- Acknowledgment -- Note -- References -- Using Action Research and Organization Design to Plan In-home Hospital Treatment -- Abstract -- Introduction to a Great Challenge and a Response -- Organization Design -- Methods, Context, and Process -- Research Setting and the Three Different Type of Collaborative Organizations -- Context Phase and Purpose -- The Constructing Phase: Process and Methods -- The Planning Phase: Process and Methods -- Consequences of the Pandemic -- From Constructing Phase to Planning Phase by Using the Star Model -- Discussion of Learning Outcomes -- Context -- Quality of Relationships -- Quality of the Action Research Process Itself -- Outcomes -- Lessons Learned by Establishing a Small-scale Collaborative Community -- A Limitation -- Implications -- Conclusion -- Acknowledgment -- Note -- References -- Opening the Doors of the Ivory Tower: Action Research as a Tool Supporting Cooperation between Universities and External Or ... -- Abstract -- Introduction The Contemporary University and Its Third Mission: Cooperation of the University with the External Environment -- Action Research as a Means of Introducing Organizational Change -- Case Study: Project "Research for Practice" Carried Out By the University in Cooperation with External Organizations -- Research Methods -- Project and Its Context -- Organizational Change in the Area of Cooperation between the University and External Organizations Using Action Research -- Concluding Discussion -- Notes -- References -- Designing for Collaboration: Don't Just Focus on the Team, Focus Also on the Context in Which Teams Work -- Abstract -- Introduction: Looking for Collaboration in All the Wrong Places -- Approaching Inquiry with a Head Full of Theories -- Inside-out Approach: Exploring Collaboration as a Cross-boundary Competence -- Outside-in Approach: Designing the Collaborative Organizational Context -- From Theory to Practice -- The Case of the Consumer Tax Group of Intuit Canada -- Three Factors Shape the Collaborative Workplace: Collaborative Work, Relationships, and Behaviors -- Collaborative Work Factor -- Collaborative Relationships Factor -- Collaborative Behaviors Factor -- Collaborative Leadership -- Implications for Research and Practice -- Closing Remarks -- Acknowledgements -- References -- Context-Levels-Culture: A Diagnostic Framework for Consulting to Diversity, Equity, and Inclusion Change in Organizations -- Abstract -- DEI and Organizational Change -- Identifying the DEI "Problem" -- Approaches to Intervention -- Framing DEI from a Systems Perspective -- A Systems Approach to Diagnosing DEI Issues: The Context-Levels-Culture Framework -- Context -- Levels of Analysis -- Organizational Culture -- Case Study: Applying the CLC Framework to a Professional Services Firm -- Background -- Contracting -- Data Collection and Diagnosis Implications of the Case for the CLC Framework -- Implications of the CLC Framework for ODC Research and Practice -- Conclusion -- Acknowledgments -- References -- Search Terminology Used -- Aligning Strategy and Digital Technology in Government Organizations: A Call to Action -- Abstract -- Introduction -- Aligning Strategy and Digital Technology -- Digital Foundations -- The Place of Strategy -- The Alignment Challenge -- The Need for Fresh Approaches -- The Case for Collaborative Inquiry -- The Practice of Collaborative Inquiry -- The Fruits of Collaborative Inquiry -- Cycles of Alignment Work -- The Discovery Cycle -- The Renewal Cycle -- The Empowerment Cycle -- The Orchestration Cycle -- Deep and Demanding -- Reflections -- Reflections on the Role of OD& -- C Scholars -- The Practice of Collaborative Inquiry -- New Avenues in Alignment Research -- Conclusions -- References -- Reflections: Change Management Is Not Organization Development -- Abstract -- Part One: Comparing Change Management and Organization Development -- Guiding Philosophy -- Value System -- Theory -- Primary Skill -- Intervention Mode -- Change Model -- Change Activities -- Sustainment of Change -- Part Two: Where Do We Go from Here? -- Pandemic of 2020-2021 -- Things to Remember -- References Volume 29 of Research in Organizational Change and Developmentincludes 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 Organizational change Noumair, Debra A. Sonstige oth Erscheint auch als Druck-Ausgabe Shani, Abraham B. (Rami) Research in Organizational Change and Development Bingley : Emerald Publishing Limited,c2021 9781802621747 |
| spellingShingle | Shani, Abraham B. (Rami) Research in Organizational Change and Development Cover -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT -- Copyright -- CONTENTS -- ABOUT THE CONTRIBUTORS -- PREFACE -- Are OD and Analytics Twins Separated at Birth? Toward an Integrated Framework -- Abstract -- Defining the Foundations and Boundaries of OD and Analytics -- Where OD and PA Are More Likely to Intersect in Practice Today -- Taking an Integrated OD and PA Approach -- Discussion and Direction for Future Research and Practice -- Conclusion -- References -- The Laboratization of Change: What Is It with Labs and Change These Days? -- Abstract -- Introduction -- Revisiting the Scientific Lab -- Revisiting Kurt Lewin's Social Behavior Labs -- Six Criteria to Assess Modern Labs -- Rationale and Theoretical Foundation -- Governance and Funding -- Experimentation -- Collaboration -- Boundaries -- Temporality -- Paradoxes of the Six Criteria: Implications for Research and Practice -- Theory -- Experimentation -- Boundaries -- Collaboration -- Governance -- Temporality -- Interconnections between the Six Criteria -- Concluding Remarks -- References -- Toward Reconfiguring Sociotechnical Systems Design: Digitally Infused Work Systems and the "Platform-STS" -- Abstract -- Introduction -- Digital Transformation and Disruption -- Sociotechnical Systems Design1 -- Building upon the Original STSD Concepts -- Design Principles -- Knowledge-work Applications -- Environment -- Technology Choice -- Classes of Sociotechnical Systems -- Industrial Applications -- Office-professional Applications -- Platform Applications -- Hybrid Forms -- Design Implications of Classifying Stss -- P-STS Requires a New Design Principle -- STSD Supports Strategic Adaptation -- STSD Affects System Regulation -- Reworking STS Design for Digital Platform Work Systems Joint Optimization -- Design Choice -- Open System -- Conclusion -- Implications for Practice -- Future Prospects and Research -- Notes -- References -- From Psychological Dispositions to Social Positions: Applying a Habitus-oriented Approach to Organization Development and C ... -- Abstract -- Introduction -- A Call for Help -- Social Position, Field, Habitus, and Relational Perspective at SG: A First Glance -- Individually Oriented OD -- The Sonic Group (SG) Case -- Applying Bourdieu's Social Position and Habitus at SG -- Social Position -- Contesting Social Positions -- Bourdieu's Relational Perspective -- Concluding Discussion -- Yet, Why Social Position? -- The Habitus-oriented Approach: A Theory of Social Life and Human Agency -- Future Research and Practice -- Practical Applications for OD Projects -- Acknowledgment -- Note -- References -- Using Action Research and Organization Design to Plan In-home Hospital Treatment -- Abstract -- Introduction to a Great Challenge and a Response -- Organization Design -- Methods, Context, and Process -- Research Setting and the Three Different Type of Collaborative Organizations -- Context Phase and Purpose -- The Constructing Phase: Process and Methods -- The Planning Phase: Process and Methods -- Consequences of the Pandemic -- From Constructing Phase to Planning Phase by Using the Star Model -- Discussion of Learning Outcomes -- Context -- Quality of Relationships -- Quality of the Action Research Process Itself -- Outcomes -- Lessons Learned by Establishing a Small-scale Collaborative Community -- A Limitation -- Implications -- Conclusion -- Acknowledgment -- Note -- References -- Opening the Doors of the Ivory Tower: Action Research as a Tool Supporting Cooperation between Universities and External Or ... -- Abstract -- Introduction The Contemporary University and Its Third Mission: Cooperation of the University with the External Environment -- Action Research as a Means of Introducing Organizational Change -- Case Study: Project "Research for Practice" Carried Out By the University in Cooperation with External Organizations -- Research Methods -- Project and Its Context -- Organizational Change in the Area of Cooperation between the University and External Organizations Using Action Research -- Concluding Discussion -- Notes -- References -- Designing for Collaboration: Don't Just Focus on the Team, Focus Also on the Context in Which Teams Work -- Abstract -- Introduction: Looking for Collaboration in All the Wrong Places -- Approaching Inquiry with a Head Full of Theories -- Inside-out Approach: Exploring Collaboration as a Cross-boundary Competence -- Outside-in Approach: Designing the Collaborative Organizational Context -- From Theory to Practice -- The Case of the Consumer Tax Group of Intuit Canada -- Three Factors Shape the Collaborative Workplace: Collaborative Work, Relationships, and Behaviors -- Collaborative Work Factor -- Collaborative Relationships Factor -- Collaborative Behaviors Factor -- Collaborative Leadership -- Implications for Research and Practice -- Closing Remarks -- Acknowledgements -- References -- Context-Levels-Culture: A Diagnostic Framework for Consulting to Diversity, Equity, and Inclusion Change in Organizations -- Abstract -- DEI and Organizational Change -- Identifying the DEI "Problem" -- Approaches to Intervention -- Framing DEI from a Systems Perspective -- A Systems Approach to Diagnosing DEI Issues: The Context-Levels-Culture Framework -- Context -- Levels of Analysis -- Organizational Culture -- Case Study: Applying the CLC Framework to a Professional Services Firm -- Background -- Contracting -- Data Collection and Diagnosis Implications of the Case for the CLC Framework -- Implications of the CLC Framework for ODC Research and Practice -- Conclusion -- Acknowledgments -- References -- Search Terminology Used -- Aligning Strategy and Digital Technology in Government Organizations: A Call to Action -- Abstract -- Introduction -- Aligning Strategy and Digital Technology -- Digital Foundations -- The Place of Strategy -- The Alignment Challenge -- The Need for Fresh Approaches -- The Case for Collaborative Inquiry -- The Practice of Collaborative Inquiry -- The Fruits of Collaborative Inquiry -- Cycles of Alignment Work -- The Discovery Cycle -- The Renewal Cycle -- The Empowerment Cycle -- The Orchestration Cycle -- Deep and Demanding -- Reflections -- Reflections on the Role of OD& -- C Scholars -- The Practice of Collaborative Inquiry -- New Avenues in Alignment Research -- Conclusions -- References -- Reflections: Change Management Is Not Organization Development -- Abstract -- Part One: Comparing Change Management and Organization Development -- Guiding Philosophy -- Value System -- Theory -- Primary Skill -- Intervention Mode -- Change Model -- Change Activities -- Sustainment of Change -- Part Two: Where Do We Go from Here? -- Pandemic of 2020-2021 -- Things to Remember -- References Organizational change |
| title | Research in Organizational Change and Development |
| title_auth | Research in Organizational Change and Development |
| title_exact_search | Research in Organizational Change and Development |
| title_full | Research in Organizational Change and Development |
| title_fullStr | Research in Organizational Change and Development |
| title_full_unstemmed | Research in Organizational Change and Development |
| title_short | Research in Organizational Change and Development |
| title_sort | research in organizational change and development |
| topic | Organizational change |
| topic_facet | Organizational change |
| work_keys_str_mv | AT shaniabrahambrami researchinorganizationalchangeanddevelopment AT noumairdebraa researchinorganizationalchangeanddevelopment |