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007			cr un|||||||||
008			111024s2011 enka o 000 0 eng d
020			_a9781780520230 (electronic bk.)
039		9	_a201110251304 _bruzita _y10-24-2011 _zruzita
090			_aHD58.8 _b.R47 2011
245	0	0	_aResearch in organizational change and development. _nVol. 19 _h[electronic resource] / _cedited by Abraham B. (Rami) Shani, Richard W. Woodman, William A. Pasmore.
260			_aBingley, U.K. : _bEmerald, _c2011.
300			_a1 online resource (xi, 296 p.) : _bill.
490	0		_aResearch in organizational change and development, _x0897-3016
505	0		_aDeveloping an Effective Organization: Intervention Method, Empirical Evidence and Theory / Michael Beer -- Strategic Change and the Jazz Mindset: Exploring Practices That Enhance Dynamic Capabilities for Organizational Improvisation / Ethan S. Bernstein and Frank J. Barrett -- Communication for Change: Transactive Memory Systems as Dynamic Capabilities / Luis Felipe Gez and Dawna I. Ballard -- Developing And Sustaining Change Capability Via Learning Mechanisms: A Longitudinal Perspective On Transformation / Tobias Fredberg, Flemming Norrgren and Abraham B. (Rami) Shani -- Mapping Momentum Fluctuations during Organizational Change: A Multi-study Validation / Karen J. Jansen and David A. Hofmann -- Towards a Dynamic Description of the Attributes of Organizational Change / Guido Maes and Geert Van Hootegem -- Revisiting Social Space: Relational Thinking about Organizational Change / Victor J. Friedman -- Tipping the Balance: Overcoming Persistent Problems in Organizational Change / William A. Pasmore.
520			_aVolume 19 of Research in Organizational Change and Development includes papers by an international and diverse set of authors including Michael Beer, Victor Friedman, Luiz Gomez & Donna Ballard, Ethan Berstein & Frank Barrett, Karen Jansen & David Hoffman, Guido Maes & Geert Van Hootegem, and Tobias Fredberg, Flemming Norrgren & Rami Shani and the ideas expressed by these authors are as diverse as their backgrounds. New methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein & Barrett); and new theories for understanding change processes (Gomez & Ballard). The universal constant is change, and various ideas about sustaining change (Fredberg, Norrgren & Shani), mapping momentum changes during change efforts (Jansen & Hoffman) and exploring Lewins notions of the criticality of social space to facilitate change (Friedman). Volume 19 demonstrates that as academics, we advance the work in our field by both looking forward and looking back. Understanding the origins of our theories and beliefs can be as important as pioneering new ideas and methodologies. As you read Volume 19, we ask you to consider your own contributions to our field and to contact us to suggest topics for future volumes.
650		0	_aOrganizational change. _960636
700	1		_aShani, Abraham B.
700	1		_aWoodman, Richard W.
700	1		_aPasmore, William A.
856	4	0	_uhttps://eresourcesptsl.ukm.remotexs.co/login?url=http://www.emeraldinsight.com/0897-3016/19
907			_a.b15182071 _b2022-04-06 _c2019-11-12
942			_n0 _kHD58.8 .R47 2011
914			_avtls003481458
998			_ae _b2011-11-10 _cm _dz _feng _genk _y0 _z.b15182071
999			_c502433 _d502433