The Oxford Handbook of Organizational Change and Innovation

Organizational change and innovation are central and enduring issues in management theory and practice. Dramatic changes in population demographics, technology, competitive survival, and social, economic, and environmental health and sustainability concerns means the need to understand how organizations repond to these shifts through change and innovation has never been greater. Why and what organizations change is generally well known; how organizations change is therefore the central focus of this Handbook. It focuses on processes of change -- or the sequence of events in which organizational characteristics and activities change and develop over time -- and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process?; what are the key concepts and models for understanding organization change and innovation?; and how should we study change and innovation? This Handbook presents critical evolving scholarship from leading experts across a range of disciplines, and explores its implications for future research and practice.

1 - Introduction: Central Issues In The Study of Organizational Change and Innovation
2 - Historical Currents in Scholarship of Organization Change
3 - Dualities and Tensions in Ongoing Development of Organization Development
4 - Upside-Down Organizational Change: Sensemaking, Sensegiving, and the New Generation
5 - Organization Identity and Culture Change
6 - An Effectual Entrepreneurial Model of Organizational Change:Acting on, Reacting to, and Interacting With Markets as Artifacts
7 - The Paradox Perspective and the Dialectics of Contradictions Research
8 - Eastern Yin-Yang Model of Change
9 - Social Movements and Organizational Change
10 - Agency in Social Movements as Sources of Change
11 - Stakeholder Model of Change
12 - Critical Approaches and Perspectives on Organizational Change
13 - The Life Cycle Process Model
14 - Hedging: Organziational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes
15 - Organizational Routines and Organizational Change
16 - Discontinuous Change in Organizations and Fields
17 - Institutional Change
18 - Evolutionary Dynamics of Organziational Populations and Communities
19 - VSR Models of Change as Normative Practical Theory
20 - Conceptualizing Organizational Change Through the Lens of Complexity Science
21 - Landscape Models of Complex Change
22 - Microfoundations of Innovation as Process: Usher's Cumulative Synthesis Model
23 - Diffusion of Innovations
24 - Processes of Emergence and Change in Industry and Ecosystem Infrastructure
25 - Interorganizational Network Change
26 - The Becoming of Change in 3D: Dialectics, Darwin, and Dewey
27 - Time and Temporality of Change Processes: Applying An Event-Based View to Integrate Episodic and Continuous Change
28 - Emotionality and Change
29 - Must We Change? The Dark Side of Change and Change Resistance
30 - Change That Concludes
31 - Theories of Organizational Change as Assemblages
32 - From Resistance to Resilience
33 - The Performative "Picture": Thinking About Change as if Change Mattered
34 - Dialectical Change Models: An Escher-Inspired Reflection
35 - Connecting More Deeply with Life in Organizations
36 - Exogneous and Endogenous Change: Entangled Views

Marshall Scott Poole is the David L. Swanson Professor of Communication, Senior Research Scientist at the National Center for Supercomputing Applications, and Director of I-CHASS: The Institute for Computing in the Humanities, Arts, and Social Sciences at the University of Illinois. He is also a CCSS Fellow in the Organization Science Program at Vrije University in Amsterdam, Netherlands. Andrew H. Van de Ven is Professor Emeritus in the Carlson School of the University of Minnesota, and former President of the Academy of Management.