Research in Organizational Change and Development

Research in Organizational Change and Development (ROCD) brings forth the latest scholarly work and practice in the fields of organization development and organizational change.

Over 23 Volumes and 25 years, the series has offered publication outlets for papers addressing a wide array of topics related to organization development interventions and research. Theory, research, methodology and practice have been described within the pages of the Series. Groundbreaking pieces such as the first article on Appreciative Inquiry and others that challenge the values by which we practice have made the Series exciting and relevant. In many years, conversations about the papers in the volume have been the subject of Academy of Management symposia, in which leading scholars debate ideas and compare research findings. The series has created a community of practice in the profession among both scholars and practitioners who share a passion to understand the mysteries of organizational change.

The topics addressed in the series are familiar to those who know the fields of organization development and organization change. These include:

  • Addressing shortcomings in our current approaches to practice
  • Offering new frameworks to understand change dynamics, resistance to change, or other social processes related to change
  • Appreciative inquiry and other methodologies
  • Sustainability of change efforts
  • Research methods, especially action research, collaborative research
  • Producing useful knowledge for organizations
  • Evaluating the comparative effectiveness of different approaches to change
  • Organizational agility and managing complex system change
  • Developing new organizational capabilities via change & development efforts
  • Managing complex, continuous change
  • Improving the success of mergers & acquisitions, IT systems implementation, new product innovation processes, human resources management systems, business process reengineering, quality/six sigma/ lean manufacturing efforts
  • Cultural differences in approaches to change
  • The role of leadership in change
  • The role of insider/s and outside/s in leading change Creating more effective approaches to employee engagement
  • The history of the field of organization development; what we have learned; different ways to characterize and/or categorize our approaches
  • Levels of change (individual, team, organization, society)

To submit a proposal to this series, please contact the series editors via email:

Abraham B. (Rami) Shani
California Polytechnic State University, USA
ashani@calpoly.edu

Debra A. Noumair
Columbia University, USA
dn28@columbia.edu


All titles in the series