Volume 30 of Research in Organizational Change and Development includes seven contributions from leading colleagues around the globe. Taken together they address some key questions for our field: Who do we need to be as OD&C to help create a better world and under what relational conditions can...

The field of Organization Development and Change (ODC) is facing the same tensions as those confronting humanity more broadly: how to build a sustainable future. There is an urgent need to preserve the viability of our species by changing our relationship to the natural environment and slowing...

This chapter traces the author's journey of change research from positivism to pragmatism and how different types of “engaged scholarship” shape how we know and do change. It takes readers through the ontology, epistemology, and methodology of different types of research and how these were...

A scholarly collaborative partnership is a capability that develops over time. Its quality is an outcome of the collaborative context, the alignment of purpose, development of work and learning processes, development of shared language and success stories. In this chapter, the authors engage in...

This chapter presents a theory for developing an adaptive high commitment, high performance system of organizing, managing, and leading. It is a synthesis of my 50 years of action and field research presented in my books and articles. It operationalized and makes actionable the ideas of Lewin...

Organization change (OC) is increasingly important in today's volatile world. Understanding OC is a growing emphasis of management and organization (M&O) research and the singular focus of OC scholarship and practice. We show how selected M&O theories inform OC at the organization level. These...

This chapter explores how “discourse,” as a process concerned with the production and consumption of talk and text, has been embraced within the field of organizational change and development (OCD). We present six ways of thinking about the role of discourse in OCD (namely: “discourse as...

Reflecting on 25 years of collaborating in action learning research initiatives in interorganizational settings, the authors have framed three key theoretical contributions: (1) a formula for action learning in networks, (2) the notion of action learning research, and (3) the application of...

Volume 29 of Research in Organizational Change and Development includes ten contributions from colleagues around the globe with powerful insights and potentially relevant impact for researching and practicing organization change and development during and post the pandemic. The emerging people...

Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly...