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New paradigms for change? Theories of organization and the organization of theories

David Collins (Sunderland Business School, University of Sunderland, Sunderland,UK)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 August 1996



Like most fields, the field of organizational change management has altered over time. In recent years the field has taken a “cultural turn”. Accordingly its methodological focus has altered somewhat. Sets out to analyse the claim that this methodological adjustment is reflective of the emergence of a new paradigm of management and of the management of organizational change. Appraises the need for new and emergent paradigms for the analysis of organizational change. Argues that these so‐called new paradigms lack not only novelty but applicability. Presents a case for using not old, but little‐discussed paradigms. Argues, however, that theorizing should be viewed both as a cognitive process and as a social process, and from this standpoint suggests that theoretical change and development are likely to be more ponderous and problematic than is acknowledged, since such a change would require theorists themselves to commit to a new research agenda which could only be facilitated by their acceptance of change at a personal level.



Collins, D. (1996), "New paradigms for change? Theories of organization and the organization of theories", Journal of Organizational Change Management, Vol. 9 No. 4, pp. 9-23.




Copyright © 1996, MCB UP Limited

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