Research in Organizational Change and Development Vol: 27

Abraham B. Rami Shani
California Polytechnic State University, USA

Debra A. Noumair
Teachers College, Columbia University, USA


Product Details
Format:
Hardback
ISBN:
9781789735543
Published:
15 Jul 2019
Publisher:
Emerald Publishing Limited
Dimensions:
232 pages - 152 x 229mm
Series:
Research in Organizational Change and Development
Volume 27 of Research in Organizational Change and Development introduces thought-provoking insights on inclusivity within organizations. These include: the philosophical foundation of organization development and change; positive organizational scholarship as a scientific base for sustainable change; the practice of humility and humble behaviors; a socio-economic approach to organization development enhancing the compatibility between the human system, stakeholders, and stockholders; the importance of collaborative effort across hierarchies and vertical boundaries, despite tensions that undermine middle managers' role as change agent; the use of top-down and bottom-up processes to link attitudes and enhance levels of engagement; how leaders in social enterprise development continuously respond to common paradoxes of engagement; and, finally, enhancing a culture of inclusive, agile and thriving teams in environments of continuous change. The diverse collaborative contributions by leading scholars and scholar-practitioners from across the globe provide an enriching body of knowledge on contemporary challenges in organizational change and development.
TOWARDS A SOCIAL SCIENCE PHILOSOPHY OF ORGANIZATION DEVELOPMENT AND CHANGE; David Coghlan, Abraham B. (Rami) Shani and George W. Hay 
POSTIVE ORGANIZATIONAL SCHOLARSHIP AND AGENTS OF CHANGE; Kim S. Cameron and Robert E. Quinn 
HUMILITY AS AN ENABLER OF ORGANIZATIONAL GROWTH AND CHANGE; Melissa A. Norcross and Michael R. Manning  
A SOCIO-ECONOMIC APPROACH TO ORANIZATIONAL DEVELOPMENT: CASE STUDY OF A SOCIO-ECONOMIC INTERVENTION IN THE BELGIUM SUBSIDIARY OF A LARGE COMPANY TRADED ON WALL STREET; Olivier Voyant, Frantz Datry, Amandine Savall, Véronique Zardet and Marc Bonnet 
KEY TENSIONS IN PURPOSIVE ACTION BY MIDDLE MANAGERS LEADING CHANGE; Jean E. Neumann, Kim Turnbull James and Russ Vince 
FACILITATING CHANGE THROUGH GROUPS: FORMATION OF COLLECTIVE ATTITUDES TOWARDS CHANGE; Dave Bouckenooghe, Gavin M. Schwarz, Bradley Hastings and Sandor G. Lukacs de Pereny  
LEADING IN SOCIAL ENTREPRENEURSHIP: DEVELOPING ORGANIZATIONAL RESOURCES IN CONFRONTATION WITH PARADOXES; Laura Galuppo, Mara Gorli, Benjamin N. Alexander and Giuseppe Scaratti 
EXPLORING AGILE THRIVING TEAMS IN CONTINUOUS CHANGE ENVIRONMENTS; Rachael L. Narel, Therese Yaeger and Peter Sorenson
Abraham B. (Rami) Shani is Professor at the Orfalea College of Business, California Polytechnic State University, USA. He has edited and authored numerous publications in the areas of organizational change and development, collaborative research methodologies, learning in and by organizations, sustainability, and sustainable effectiveness. His recent publications include Conducting Action Research and two 4-volume sets: Action Research in Business and Management and Foundation of Organization Development.
Debra A. Noumair is a Professor, Director of Executive Education Programs in Change & Consultation, and Founder and Director of the Executive Master’s Program in Change Leadership at Teachers College, Columbia University, USA. She is also the co-author of Organization Development: A Process of Learning and Changing; co-editor of Group Dynamics, Organizational Irrationality, and Social Complexity: Group Relations Reader 3; and, Associate Editor of The Journal of Applied Behavioral Science.

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