This paper draws on a longitudinal interpretive case study to develop a theoretical model of
how actions by people across an organization coevolve strategy and structure in order to …

This essay discusses how views of organizational change and innovation have traditionally
focused on planned episodic change that focuses on rational, strategic, top-down and …

Executive Overview Practice theories of implementing change are lagging behind process
theories of organizational change and development. To address this gap, this paper …

The author develops a process model of the unintended consequences in planned
organizational change that draws on the structuration, organizational change, and …

Research on organizational change and development is limited in how it addresses the
processes that encompass change initiatives. In this chapter, we explore one dimension of …

Our purpose in this chapter is twofold. First we describe a variety of types of capacity-
building planned change efforts in organizations (cf. Beer and Nohria, 2000) as these …

How do individual actors institute changes in established ways of working? Longitudinal
research is the basis for our theoretical model showing how actors legitimize new practices …

The authors offer a way to fashion radical change that is called for in an organizational
transformation. In this approach, they show how a vision is required to trigger radical change …

The understanding and management of change is a major concern of management
academics, consultants and practitioners alike. It has become a truism to assert that we live …

Purpose–The purpose of this paper is to challenge some taken-for-granted practices related
to organizational change in order to understand how organizational change as practice is …