From Organizational Development to Change Management

Worren, Nicolay; Ruddle, Keith; Moore, Karl

doi:10.1177/0021886399353002

Cited by 115 publications

(79 citation statements)

References 26 publications

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“…Despite the mounting importance of this subject in numerous academic fields, and the proliferation of books on the phenomenon, the literature on organizational change has been described as deficient in sound theoretical frameworks (Ford, Ford, & D'Amelio, 2008, Ford & Ford 1994Worren, Ruddle, & Moore, 1999). Traditionally, organizational change has been conceptualized as essentially a problem of changing technologies, structures, and the abilities of employees (Ogbor 1990).…”

Section: Introductionmentioning

confidence: 99%

Regulative, Normative, and Cognitive Elements of Organizations: Implications for Managing Change

Palthe

2014

MOS

128

106

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Drawing support from current and seminal work on institutional theory, this paper explores the role of three elements involved in the management of change -regulative, normative, and cognitive. While organizational change traditionally deals with challenges associated with changing technologies, structures, and employee abilities, effective change also depends on the values and behavioral reasoning that originate in the institutional contextwhether people have to change, ought to change, or want to change. A conceptual model reflecting the interplay of these systems on organizational change is presented, and implications for change management research and practice are extended.

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Section: Introductionmentioning

confidence: 99%

Regulative, Normative, and Cognitive Elements of Organizations: Implications for Managing Change

Palthe

2014

MOS

128

106

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“…Notwithstanding, Church and Burke (1995) reflect that OD is in a state of change and that the "new guard" is different from the "old guard", primarily because it has a focus on contemporary business process and outcomes, rather than one on human relations and group process outcomes. Nonetheless, it must be noted that the debate continues within OD as to how OD needs to maintain its distinctive identity in its focus on values and process and not be diluted so as to appear 'confused' with the rather popular field of change management (Church, Waclawaski and Segal, 1996;Worren, Ruddle and Moore, 1999).…”

Section: Resultsmentioning

confidence: 99%

Exploring the Role of Academia in Nurturing IT-Enabled Business Change

McDonagh¹,

Coghlan²

2003

InSITE Conference

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Throughout much of the last five decades the process of introducing, integrating, and exploiting information technology in work organizations has posed formidable cha llenges regularly resulting in reports of significant underperformance and failure. On closer inquiry it emerges that such underperformance and failure are firmly rooted in an inability to foster a highly integrated approach to the management of IT-enabled business change. This paper critiques in detail both the enduring and deep-rooted nature of this dilemma paying particular attention to the role of diverse occupational communities in its perpetuation through time. Furthermore, it explicates the polarized patterns of cognition and action embedded in these communities paying particular attention to the executive, information technology, and organization development communities. Finally, it presents a robust critique of the manner in which academic formation within these occupational communities firmly reinforces such polarized patterns of behaviour thereby sustaining the enduring dilemma with IT-enabled bus iness change.

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“…Many researchers have argued that selecting an appropriate change approach is crucial to achieving sustainable organisational performance (Burnes, 2004b;Pettigrew, Woodman, & Cameron, 2001;Worren, Ruddle, & Moore, 1999). While there are many approaches to change management, the planned and emergent approaches are two major, well-recognised and commonly practised approaches (Burnes, 2004b).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Leading Change and the Challenges of Managing a Learning Organisation in Hong Kong

Chow

2014

jmr

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Research shows a failure rate of 70% for all initiated change. This professionally-oriented case study addresses this issue and aims to empirically test the strength of the Learning Organisation (LO) model as a change management approach. Evidence from this study suggests that Senge's LO model is useful in dealing with changes in an ambiguous environment. However, leaders need to review each situation, as every change strategy should be specific to the culture, context and situation. This paper contributes to the existing knowledge on change management by providing a better understanding of the impact of two different approaches to change. Further studies could assess the impact of implementing different change approaches on organisational performance. In addition, further studies may include literature in other languages, such as Chinese and Japanese, to highlight the similarities and differences between cultures.

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From Organizational Development to Change Management

Cited by 115 publications

References 26 publications

Regulative, Normative, and Cognitive Elements of Organizations: Implications for Managing Change

Regulative, Normative, and Cognitive Elements of Organizations: Implications for Managing Change

Exploring the Role of Academia in Nurturing IT-Enabled Business Change

Leading Change and the Challenges of Managing a Learning Organisation in Hong Kong

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