The Oxford Handbook of Organizational Change and Innovation

961 Pages·2021·8.316 MB·English

by  Marshall Scott Poole, Andrew Van de Ven

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The Oxford Handbook of
ORGA N I Z AT IONA L
CH A NGE A N D
I N NOVAT ION
Second Edition
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The Oxford Handbook of
ORGANIZATIONAL
CHANGE AND
INNOVATION
Second Edition
Edited by
MARSHALL SCOTT POOLE
and
ANDREW H. VAN DE VEN
1
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1
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Second Edition published in 2021
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Preface
Organizational change and innovation are central and enduring issues in management
theory and practice. The need to understand processes of organization change and
innovation has never been greater in order to response to dramatic changes in popula-
tion demographics, technology, stakeholders’ needs (customers, employees, investors,
citizens), competitive survival, and social, economic, and environmental, health and
sustainability concerns. Witness, for example, the Covid- 19 virus pandemic that
humanity is experiencing at the time of this writing, and of the necessity for public, pri-
vate, and non- profit organizations throughout the world to respond to the pandemic.
Unfortunately, with failure rates of organization change initiatives estimated at 50% to
70% (Zorn and Scott, Chapter 28), our track record for managing organization change
and innovation has not been good. We critically need new and better ways to under-
stand and manage change initiatives.
This Oxford handbook provides this understanding from a social science perspective
by the world’s leading scholars of cutting-e dge theories and research on managing
organizational change and innovation. It contains thirty-o ne chapters and five essays by
sixty authors and co-a uthors from forty-s even universities located in twenty different
countries. Of the sixty authors, 35% are female and 65% are male. We invited the lead
chapter authors because of their distinguished and influential theories and research on
organizational change and innovation. These leading scholars, in turn, invited a new
generation of highly talented scholars to be their co- authors. Hence, this handbook rep-
resents the integrated work of a community of scholars from diverse perspectives, coun-
tries, genders, and generations. Figure 0.1 shows a picture of chapter authors attending a
day- long workshop at Boston College in August 2019. The workshop provided a won-
derful learning experience for chapter authors to present and get feedback from other
chapter authors, and to gain insights on how their chapters contributed to the overall
handbook.
Across the diverse chapters and essays of this handbook three basic questions consist-
ently present themselves:
• What is the nature of change and process? New processes of organization change
are emerging in many forms, including planned and unplanned, episodic and con-
tinuous, incremental and radical, alternative generating mechanisms or motors,
and stability in changes.
• What are the key concepts in theories of change and innovation? They include
human agency, time conceptions, causality and levels of analysis. In addition, we
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vi preface
Figure 0.1 Handbook Authors’ Workshop August 14, 2019
add voices not heard in the first edition about affect and emotion, power and
influence, paradox and conflict, critical and political perspectives on organization
change, creativity, and innovation.
• How should we study change and innovation? Different questions beget different
variance and process models and mathematical modeling based on alternative
methods for archival, historical, and real- time collection of qualitative and quan-
titative data.
The handbook is organized into six major classes of models of organizational change
and innovation, beginning with Van de Ven and Poole’s (1995) core typology of teleology,
life cycle, dialectics, and evolutionary process theories, followed by variations of more
complex hybrid models of change. These variations represent important extensions to
process theories that have emerged over the past twenty-fi ve years since Van de Ven and
Poole (1995).
The first edition of this handbook had its beginnings in the 1980s and 1990s, a time
of emerging research on organizational change and innovation. For us, the need for a
handbook was triggered by the Minnesota Innovation Research Program (MIRP),
which began in 1983 with the objective of developing a process theory of innovation in
organizations and society. Fourteen research teams, involving more than thirty fac-
ulty and doctoral students at the University of Minnesota, conducted longitudinal
studies that tracked a variety of new technologies, products, services, and programs
as they developed from concept to implementation in their natural field settings
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preface vii
(see Van de Ven, Angle, and Poole, 1989; 2000; and Van de Ven, Polley, Garud, and
Venkataraman, 1999; 2008).
The MIRP studies highlighted the need for theories of change processes and for meth-
odologies specifically adapted to developing and testing process theories of organiza-
tional change and innovation. Workshops to address these needs led to our book (Poole,
Van de Ven, Dooley, and Holmes, 2000) on methods for studying processes of change
in terms of the sequence of events that unfold as things emerge, develop, grow, and
terminate over time.
When designing the 1st edition in 2000 we found an emerging group of scholars who
were breaking the mold of traditional stage theories, and introducing new theories of
change and development that were based on processes of evolution, dialectics, social
movements, structuration theory, and complexity theory, among others. Since the first
edition in 2004, we have been struck by the growth and variety of theories and research
on organizational change and innovation. The literature is vast and spread across a num-
ber of disciplines. A number of useful and powerful theories have evolved, but they
often developed in relative isolation.
Fortunately, we found leading scholars who have been advancing this cutting-e dge
research. We asked them to develop broad, theoretically driven reviews that encompass
the best of previous research and break new ground on their subject. Each chapter
reviews, assesses, and advances the state of knowledge in its area. The chapters advance
our thinking by developing integrative theories, by establishing connections among
theories from different fields and research traditions, and by introducing new lines of
inquiry. In our work with these authors we have been constantly impressed by their abil-
ity to combine careful scholarship with creativity. We thank them for undertaking the
difficult task of bringing order to the extensive range of theory and research they
synthesized.
The result is a second edition of this handbook that we hope will serve as a spring-
board for another two decades of research on organizational change and innovation.
The great Elizabethan Francis Bacon wrote, “Some books are to be tasted, others to be
swallowed, and some few to be chewed and digested.” We think that this handbook
offers something for those who just wish to taste and swallow. But we believe and hope
that it proves to be a book that is chewed and digested by many students of organiza-
tional change and development.
We are grateful to Herbert Addison and David Musson of Oxford University Press
who helped us envision the initial edition of this handbook and provided valuable guid-
ance in the early years of this project. In their distinguished careers as Oxford’s executive
editors of business books, they made major contributions to management and organiza-
tion science. Their able successor, Adam Swallow, was a source of encouragement and
faith in the project, and his imprint on this book is lasting. Jenny King of Oxford
University Press steered this project through its final stages, and we are grateful for her
professional guidance. Christian and Morgan Durfee of the University of Minnesota
contributed to the editing of several chapters, adding considerably to their readability.
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viii preface
Like the first edition, we continue to dedicate this second edition of the handbook in
memory of parents, Edward and Helen Poole, and Arnold and Josephine Van de Ven.
References
Poole, M. S., Van de Ven, A. H., Dooley, K., and Holmes, M. E. (2000) Organization Change
and Innovation Processes: Theory and Methods for Research (Oxford, UK: Oxford University
Press).
Poole, M. S., and Van de Ven, A. H. (Eds.) (2004) Handbook of Organizational Change and
Innovation (Oxford, UK: Oxford University Press).
Van de Ven, A. H., Angle, H., and Poole, M. S. (Eds.) (1989; and reissued 2000) Research on
the Management of Innovation: The Minnesota Studies (Oxford, UK: Oxford University
Press).
Van de Ven, A. H., Polley, D. E., Garud, R., and Venkataraman, S. (1999; reissued 2008) The
Innovation Journey (Oxford, UK: Oxford University Press).
Van de Ven, A. H., and Poole, M. S. (1995). Explaining Development and Change in
Organizations, Academy of Management Review, 20, 510–40.
Zorn, T. E. and Scott, J. (2020). must we change? The dark side of change and change resist-
ance. In M. S. Poole and A. H. Van de Ven (Eds.), The Oxford Handbook of Organization
Change (2nd ed.) (Oxford: Oxford University Press).
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Contents
List of Figures xiii
List of Tables xv
List of Contributors xvii
1. Introduction: Central Issues in the Study of Organizational
Change and Innovation 1
Andrew H. Van de Ven and Marshall Scott Poole
PART I TELEOLOGICAL MODELS OF CHANGE
2. Historical Currents in Scholarship of Organization Change 23
W. Warner Burke
3. Dualisms and Dualities in the Ongoing Development of
Organization Development 50
Jean M. Bartunek, Linda L. Putnam, and Myeong- Gu Seo
4. Upside- Down Organizational Change: Sensemaking,
Sensegiving, and the New Generation 77
Alexandra Rheinhardt and Dennis A. Gioia
5. Organizational Identity and Culture Change 106
Davide Ravasi and Majken Schultz
6. An Effectual Entreprenurial Model of Organizational Change:
Acting on, Reacting to, and Interacting with Markets as Artifacts 131
Saras D. Sarasvathy and Sankaran Venkataraman
PART II DIALECTICAL MODELS OF CHANGE
7. The Paradox Perspective and the Dialectics of
Contradictions Research 161
Timothy J. Hargrave