Table of Contents

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

About the Author

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.