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Research in Organizational Change and Development Vol: 16

Product Details
27 Mar 2007
Emerald Group Publishing Limited
438 pages - 156 x 234 x 25mm
Research in Organizational Change and Development
The "Research in Organizational Change and Development" series is an outlet for cutting edge conceptual and empirical scholarly contributions that have the capacity to shape research and practice. The field of organizational change and development continues to evolve rapidly, as the demand for rapid and effective organizational transformation has increased. It is more important that ever that scholars address topics such as increasing intervention effectiveness, managing emotional issues raised during change, measuring the impact of change, and improving the methods we use to conduct research on organizational change. This series provides a definitive outlet for the most thoughtful and exciting work of newly emerging and well-recognized scholars in the field of organization change and development. This series regularly invites leading thinkers in the field to present their latest models, empirical findings and thoughtful directions for future research. This series provides historical overviews of different paradigms of research in the field.
Preface. William A. Pasmore, Mercer Delta Consulting. Richard W. Woodman, Texas A & M University. Taking Yourself with You: Transfer of Achieved Identity as a Predictor of Employee Adjustment to Change Mary S. Logan, London School of Economics and Political Science Anne M. OLeary-Kelly, University of Arkansas A Hybrid Theory of Organizational Transformation. Barry Sugarman, The Society for Organizational Learning Toward a Comprehensive Definition of Readiness for Change: A Review of Research and Instrumentation. Daniel T. Holt, Air Force Institute of Technology. Achilles A. Armenakis, Auburn University Stanley G. Harris, Auburn University Hubert S. Feild, Auburn University Strategically Repositioning and Transforming Public Organizations Paul C. Nutt, The Ohio State University The Change Leaders Role in Creating Dynamic, Relational Processes that Drive Successful Change Marie E. Di Virgilio, Benedictine University Jim Ludema, Benedictine University. Formation of Expectations Regarding Change Outcomes: Integrating Information and Social Effects. Feirong Yuan, University of Kansas. Richard W. Woodman, Texas A & M University. Archetypal Change and the Professional Service Firm David M. Brock, Ben-Gurion University. Michael J. Powell, Griffith University. C. R. (Bob) Hinings, University of Alberta Discourse and Metaphors in Mergers and Acquisitions: Toward a Theory on the Management of the Promise-Reality Gap. Jacqueline Fendt, Leiden University High Performance Work Systems (HPWS) and Self-Directed Work Teams (SDWTs): A Longitudinal Quasi-experimental Field Study of an Integrated and Bundled Organizational Re-design [title will be changed] Barry A. Macy, Texas Center for Innovative Organizations, Texas Tech University Gerard Farias, Fairleigh Dickinson University Jean-Francios Rosa, Texas Tech University Curt Moore, Texas Christian University.

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