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.