In this paper, we offer a model of how leaders and managers can create energy for change by influencing patterns of conversation across the organization. We develop the model by linking social constructionist thought with theory from the field of positive psychology. We propose that effective...

Achilles A. Armenakis is the James T. Pursell, Sr. Eminent Scholar in the Department of Management at Auburn University. Achilles has published research on diagnosis, implementation, and evaluation of organizational change. His current research efforts are focused on the readiness, adoption, and...

Although the measurement of organizational readiness for change has been encouraged, measuring readiness for change poses a major empirical challenge. This is not because instruments designed to do this are not available. Researchers, consultants, and practitioners have published an array of...

A framework is offered that predicts when public organizations are susceptible to change. Many researchers interested in change focus on leadership. Such an approach overlooks structural factors that inhibit change and what leaders seeking to realize change can realistically hope to accomplish....

This chapter explores archetypal change in the context of professional service firms. To understand recent and ongoing changes in professional service firms, we briefly show how the professional archetype has evolved since the 1960s. We then present four theoretical models to describe processes...

Much of the literature in organizational change has taken a single approach to explain employee expectation formation regarding the outcomes of a change event. A conceptual model is developed to integrate two existing streams of research (the information effects approach and the social effects...

The chapters in volume 15 of ROCD address a wide array of topics, challenges, and gaps in our knowledge of organizational change. Purser, Bluedorn and Petranker explore the dynamics of time in organizational change, proposing the use of the concept of flow time. Falkenberg and her colleagues...