Explaining Development and Change in Organizations

Ven, Andrew H. Van de; Poole, Marshall Scott

doi:10.5465/amr.1995.9508080329

Cited by 1,691 publications

(319 citation statements)

References 32 publications

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“…The dynamics that follow from the multiple levels of embeddedness support a dialectical understanding of interorganizational collaboration and point at limitations of evolutionary and teleological explanations. Dialectical processes are driven by multiple entities pursuing antithetical objectives and may lead to constructive change ( Van de Ven and Poole 1995). Earlier dialectical process studies have analyzed tensions between partnering organizations Bouchikhi 2004, Sydow 2004).…”

Section: Discussionmentioning

confidence: 99%

“…Other process studies of network dynamics have attended more explicitly to agency, allowing for teleological process explanations (Van de Ven and Poole 1995). For example, endogenous network dynamics cannot explain how to access networks without having a prior position in them (Rosenkopf et al 2001).…”

Section: Dynamics In Interorganizational Networkmentioning

confidence: 99%

“…Development of this material spanned more than 30 years, during which the network system underwent many changes. We adopt a process research approach to investigate the patterns underlying these changes, using qualitative research procedures (Langley 1999, Van de Ven andPoole 1995). Our analysis is informed by structuration theory (Giddens 1984), because its interactive conceptualization of structure and agency reconciles prior research findings on network dynamics and supports the linking of interpersonal and interorganizational networking (Sydow and Windeler 2003).…”

Section: Introductionmentioning

confidence: 99%

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Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Berends

Burg

Raaij

2011

Organization Science

127

133

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I n this paper, we investigate how interorganizational networks and interpersonal networks interact over time. We present a retrospective longitudinal case study of the network system that developed a novel aircraft material and analyze change episodes from a structurationist perspective. We identify five types of episodes in which interpersonal and interorganizational networks interact (persistence, prospecting, consolidation, reconfiguration, and dissolution) and analyze conditions for these episodes and sequences among them. Our findings advance a cross-level perspective on embeddedness and show how individuals may draw on relational and structural embeddedness as distributed resources. The multiple levels of embeddedness impact network dynamics by introducing converging and diverging dialectics, thereby limiting path dependence and proactive network orchestration.

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Section: Discussionmentioning

confidence: 99%

Section: Dynamics In Interorganizational Networkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Berends

Burg

Raaij

2011

Organization Science

127

133

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“…Jansen, 2004;Jansen & Hofmann, 2011) and phases (Prochaska, Redding, & Evers, 2002). These variations call for, and have an impact on, different forms and types of leadership (Van de Ven & Poole, 1995;Weick & Quinn, 1999), which suggests that different leadership behaviours will be required over the life of the change and challenges the assumption that an individual change leader will be effective throughout (Morgeson et al, 2010); there are no universal leaders (Yukl, 1994).…”

Section: Myth 3: One Size Fits Allmentioning

confidence: 99%

Change Leadership: Oxymoron and Myths

Hughes

Ford

2016

Journal of Change Management

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“…Here, process theory refers to an explanation of how and why an entity changes and develops (Van de Ven 2007; Van de Ven and Poole 1995) rather than a causal chain (Markus and Robey 1988;Sabherwal and Robey 1995). A software design process theory, then, is an explanation of how and why a software system changes and develops.…”

Section: Purpose: To Formulate a Process Theory Of Software Design Prmentioning

confidence: 99%

The Sensemaking-Coevolution-Implementation Theory of software design

Ralph

2015

Science of Computer Programming

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Understanding software design practice is critical to understanding modern information systems development. New developments in empirical software engineering, information systems design science and the interdisciplinary design literature combined with recent advances in process theory and testability have created a situation ripe for innovation. Consequently, this paper utilizes these breakthroughs to formulate a process theory of software design practice: SensemakingCoevolution-Implementation Theory explains how complex software systems are created by collocated software development teams in organizations. It posits that an independent agent (design team) creates a software system by alternating between three activities: organizing their perceptions about the context, mutually refining their understandings of the context and design space, and manifesting their understanding of the design space in a technological artifact. This theory development paper defines and illustrates Sensemaking-Coevolution-Implementation Theory, grounds its concepts and relationships in existing literature, conceptually evaluates the theory and situates it in the broader context of information systems development.

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Explaining Development and Change in Organizations

Cited by 1,691 publications

References 32 publications

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Change Leadership: Oxymoron and Myths

The Sensemaking-Coevolution-Implementation Theory of software design

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