Organizational Change and Environmental Change
In: Shakaigaku hyōron: Japanese sociological review, Band 37, Heft 1, S. 64-78,128
ISSN: 1884-2755
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In: Shakaigaku hyōron: Japanese sociological review, Band 37, Heft 1, S. 64-78,128
ISSN: 1884-2755
In: SAGE sourcebooks for the human services v. 43
'Organizational Change' looks at the context of organizational change, describes how individuals and systems change, and pinpoints keys to successful change. Author Rebecca Proehl then presents a proven model of organizational change, built on lessons learned from both the public and private sectors, but tailored for human service organizations
In: Indian journal of public administration, Band 12, Heft 4, S. 717-742
ISSN: 2457-0222
In: Organization science, Band 13, Heft 5, S. 567-582
ISSN: 1526-5455
Traditional approaches to organizational change have been dominated by assumptions privileging stability, routine, and order. As a result, organizational change has been reified and treated as exceptional rather than natural. In this paper, we set out to offer an account of organizational change on its own terms—to treat change as the normal condition of organizational life. The central question we address is as follows: What must organization(s) be like if change is constitutive of reality? Wishing to highlight the pervasiveness of change in organizations, we talk about organizational becoming. Change, we argue, is the reweaving of actors' webs of beliefs and habits of action to accommodate new experiences obtained through interactions. Insofar as this is an ongoing process, that is to the extent actors try to make sense of and act coherently in the world, change is inherent in human action, and organizations are sites of continuously evolving human action. In this view, organization is a secondary accomplishment, in a double sense. Firstly, organization is the attempt to order the intrinsic flux of human action, to channel it towards certain ends by generalizing and institutionalizing particular cognitive representations. Secondly, organization is a pattern that is constituted, shaped, and emerging from change. Organization aims at stemming change but, in the process of doing so, it is generated by it. These claims are illustrated by drawing on the work of several organizational ethnographers. The implications of this view for theory and practice are outlined.
In: Management applications series
In: The public manager: the new bureaucrat, Band 31, Heft 3, S. 62
ISSN: 1061-7639
In: Human relations: towards the integration of the social sciences, Band 49, Heft 5, S. 541-552
ISSN: 1573-9716, 1741-282X
Three leading theories of organizational change within political parties are examined -- the life-cycle, system-level trends, & discrete change approaches -- & argued to be more complementary than competitive. After summarizing the benefits & drawbacks of each approach, an attempt is made to attain greater conceptual clarity & develop a more unified theory that can move research on party organizational change forward; initial steps in this direction are outlined. Tables. K. Hyatt Stewart
In: Administrative Science Quarterly, Band 26, Heft 4, S. 563
In: Administrative Science Quarterly, Band 19, Heft 2, S. 221
In: Administrative Science Quarterly, Band 7, Heft 1, S. 1