A Method for Facilitating Controversial Social Change in Organizations

Austin, John R.

doi:10.1177/0021886397331008

Cited by 24 publications

(15 citation statements)

References 12 publications

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“…Similarly, given the degree of change required and the potential degree of resistance in the organization, industry, or economic region, the entrepreneurial effort, in particular regarding learning new routines and adopting new values, will need to be carefully structured (cf. Argyris, 1976;Argyris, 2002;Austin, 1997). Naturally, one needs to consider relationships between agents at each level of analysis and across levels-ofanalysis (cf.…”

Section: New Directions For Research Public Policy and Management Pmentioning

confidence: 99%

Entrepreneurship Capital: A Regional, Organizational, Team and Individual Phenomenon

Monsen¹,

Audretsch²,

Barrett³

et al. 2008

International Handbook of Entrepreneurship and HRM

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We review the role entrepreneurship capital in regional economic performance and extend it to explain the economic and entrepreneurial performance of organizations, teams, and individuals. Drawing on entrepreneurship and social capital research, we demonstrate that researchers at different level of analysis are in fact modeling the same underlying multi-level concept: entrepreneurship capital. We identify elements of entrepreneurship capital at and across the levels. Where there are gaps, we suggest new directions for research, public policy, and management practice that focus on enhancing organizational, interpersonal, and personal factors which promote entrepreneurial action at and across regional, organizational, team, and individual levels.

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Section: New Directions For Research Public Policy and Management Pmentioning

confidence: 99%

Entrepreneurship Capital: A Regional, Organizational, Team and Individual Phenomenon

Monsen¹,

Audretsch²,

Barrett³

et al. 2008

International Handbook of Entrepreneurship and HRM

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show abstract

“…A double-loop shift in individuals' governing values is considered a second-order level of change. With this type of change, individuals alter their guiding frameworks that drive their actions (Bartunek & Moch, 1994 Action-learning researchers (i.e., Austin, 1997;Foldy & Creed, 1999;Nielson, 1991Nielson, , 1993 have argued that a limitation of the Argyris and Schon model is that the unit of analysis is the individual within the organization. The organization-and its embedded cultural systems-is not open for question.…”

Section: The Role Of First- Second- and Third-order Levels Of Changementioning

confidence: 99%

Interpreting the Impact of Culture on Structure

Walsh

2004

The Journal of Applied Behavioral Science

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Research in multinational organizational structures has traditionally used either a rational, conscious perspective in which decision makers, through a single-loop change process, strategically choose to interpret the environmental culture to shape the organization's structure or a nationalistic view, in which through a double-loop change process, organizational members of one culture impose their favored structures on organizational members of a different culture. This article considers a third perspective, one in which organizational culture and structure are socially constructed phenomena. Through a case study of a multinational office staffed by members of two distinct national cultures (Japanese and American), this research demonstrates how cultures and structures can be simultaneously created through single-, double-, and triple-loop change processes. These processes can lead to a third-order level of change. Ideas for "actionizing" this concept are discussed.

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“…In reality, it is that very limitation that made them so potent and that allowed other, more far-reaching justifications as well (cf. Austin, 1997).…”

Section: Action-learning Argumentsmentioning

confidence: 99%

“…We are building on Austin's (1997) more nuanced application of action learning in two ways. First, we argue that in many change efforts the action-learning methods do not happen in such a linear, serial way, with one kind of action learning following another and preceding a third.…”

Section: Action Learning Fragmentation and The Interaction Of Singlmentioning

confidence: 99%

Action Learning, Fragmentation, and the Interaction of Single-, Double-, and Triple-Loop Change

Foldy¹,

Creed

1999

The Journal of Applied Behavioral Science

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The action-learning framework is traditionally used to summarize complex change efforts as one of three methods: single-, double-, or triple-loop. Although this summary is quite useful for some kinds of organizational analysis, it can oversimplify and thus ignore the fragmented, contradictory nature of change. This summary also implies that actionlearning methods are autonomous or even mutually exclusive: The characterization of a change effort as double-loop suggests that single- and triple-loop change did not happen. We propose an elaborated action-learning framework that decomposes action-learning method into three components: argument, practice, and outcome. This approach enables action-learning theory to illuminate the multiple facets of change and to analyze the interaction of the three methods in significant change processes. We apply this new framework to a case of gay and lesbian workplace advocacy and illustrate how different action-learning methods are woven together to create change.

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A Method for Facilitating Controversial Social Change in Organizations

Cited by 24 publications

References 12 publications

Entrepreneurship Capital: A Regional, Organizational, Team and Individual Phenomenon

Entrepreneurship Capital: A Regional, Organizational, Team and Individual Phenomenon

Interpreting the Impact of Culture on Structure

Action Learning, Fragmentation, and the Interaction of Single-, Double-, and Triple-Loop Change

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