Research in organizational change and development

Online-Ressource (319 p)

Research in organizational change and development. - Bingley : Emerald, ZDB-ID 2403304-2. - Vol. 20

Description based upon print version of record

FRONT COVER; RESEARCH IN ORGANIZATIONAL CHANGE AND DEVELOPMENT; COPYRIGHT PAGE; CONTENTS; LIST OF CONTRIBUTORS; PREFACE; THE LEADERSHIP OF ORGANIZATION CHANGE: A VIEW FROM RECENT EMPIRICAL EVIDENCE; LEADERSHIP: FORMS AND WAYS OF LEADING; THE IMPACT OF LEADERSHIP; DISCUSSION; CONCLUSION; NOTES; ACKNOWLEDGMENTS; REFERENCES; A COUNTER INTUITIVE VIEW OF THE ROLE OF THE COMMUNICATION MEDIUM IN LEADERSHIP AND CHANGE; THE BLESSING AND THE CURSE OF MEDIATED COMMUNICATION; DISCUSSION AND CONCLUSION; ACKNOWLEDGMENT; REFERENCES; ACTION LEARNING AS PRAXIS IN LEARNING AND CHANGING; INTRODUCTION

ACTION LEARNING: THEORY AND PRACTICEDISCUSSION AND DEVELOPMENTS; IMPLICATIONS FOR FUTURE RESEARCH AND ODC PRACTICE; CONCLUSIONS; REFERENCES; ORGANIZATIONAL LEARNING - DYNAMIC, INTEGRATIVE: A CONCEPT RETURNS, OLDER AND WISER; INTRODUCTION; METHOD; OL - WHAT ARE WE TALKING ABOUT? SOME KEY EXAMPLES; CASE 1: REFORM AND OL AT THE NEW YORK CITY POLICE DEPARTMENT; DEFINING ORGANIZATIONAL LEARNING (OL); FROM THE OL DEFINITION TO AN OL ASSESSMENT FRAMEWORK; CASE 2: TRYING TO REFORM PUBLIC SCHOOLS IN USA; REFORM OF PUBLIC SCHOOLS IN USA: CONCLUSION (CASE 2); CONCLUSION; NOTES; ACKNOWLEDGMENTS

REFERENCESGLOSSARY OF ABBREVIATIONS; DRIVING ORGANIZATIONAL CHANGE THROUGH AN INTEGRATED OD AND LEARNING AGENDA: THE FINANCE UNIVERSITY CASE STUDY; INTRODUCTION; THE THREE TENETS OF OD FOR SUCCESSFUL LEARNING; THE FINANCE UNIVERSITY CASE; KEYS TO GLOBAL UNIVERSITY IMPLEMENTATION SUCCESS; CREATING LEARNING TECHNOLOGY THAT ENABLES OD CHANGE; SUMMARY AND CONCLUSION; REFERENCES; AN INTEGRATIVE CONCEPTUAL FRAMEWORK OF ORGANIZATIONAL CHANGE: A ''TRIPLE HELIX'' MODEL; BUILDING AN OC CONCEPTUAL FRAMEWORK: THREE CHALLENGES WITH ONE OBJECTIVE; FOUNDATIONS: STANDING ON THE SHOULDERS OF STRONG THEORISTS

THE OC FRAMEWORK AND ITS COMPONENTSUSING THE OC FRAMEWORK TO INTERPRET DIFFERENT CHANGE MANAGEMENT PATTERNS; DISCUSSION; CONCLUSION; ACKNOWLEDGMENTS; REFERENCES; WITHOUT EFFORT THERE CAN BE NO CHANGE: REEXAMINING THE IMPACT OF SURVEY FEEDBACK AND ACTION PLANNING ON EMPLOYEE ATTITUDES; INTRODUCTION; METHODOLOGY; KEY FINDINGS; IMPLICATIONS AND SUGGESTIONS FOR FUTURE RESEARCH; CONCLUSION; REFERENCES; EMBEDDING SUSTAINABILITY: HOW THE FIELD OF ORGANIZATION DEVELOPMENT AND CHANGE CAN HELP COMPANIES HARNESS THE NEXT BIG COMPETITIVE ADVANTAGE; INTRODUCTION

CORPORATE SUSTAINABILITY: FROM OBLIGATION TO OPPORTUNITYMARKET SHIFT: DECLINING RESOURCES, RADICAL TRANSPARENCY, AND INCREASING EXPECTATIONS; SUSTAINABLE VALUE CREATION: MAXIMIZING SHAREHOLDER AND STAKEHOLDER VALUE; SUSTAINABLE VALUE CREATION AT TENNANT COMPANY; EMBEDDING SUSTAINABILITY AS A CORE BUSINESS STRATEGY; REFERENCES; ABOUT THE CONTRIBUTORS;

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