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Book part
Publication date: 23 July 2014

Barry Sugarman

This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e., “managing on the edge of chaos”). This…

Abstract

This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e., “managing on the edge of chaos”). This approach rests on two major ideas: (i) a duality–paradox perspective and (ii) new typologies of organizational learning (OL) and individual action/thinking. A case of radical innovation at Microsoft provides a multilevel stimulus. Understanding it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment, this broad new conceptual framework includes: (i) collaboration as a central concept; (ii) duality–paradox as a key source of conflicts that can threaten collaboration; (iii) five types of OL, (iv) four types of individual action/thinking, including paradoxical thinking, and (v) the proposition that “golden dualities” can be created from once-troubling duality situations (where critical collaboration was in danger) which have been transformed from the metaphorical “odd (contentious) couple” into a “productive (collaborative) partnership.”

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78350-312-4

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Book part
Publication date: 25 July 2012

Barry Sugarman

Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro…

Abstract

Here is a new conceptual framework for organizational learning (OL) that applies to both planned reform and emergent change. It integrates strategic and operational, micro and macro perspectives. It has three parts: (a) a revised definition and typology of OL, (b) seven reform stories that define stages and tasks, (c) a management and assessment guide demarcating four areas of OL: (i) action learning within core operations; (ii) sharing learning and innovations across the organization; (iii) mission/s-beyond ambidexterity; (iv) integration-managing mission conflicts and other paradoxes, which ensure endogenous change. Dynamic capability is therefore intrinsic to this view of OL that is illustrated from two cases: NYPD and public school reforms.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78052-807-6

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Book part
Publication date: 27 March 2007

Barry Sugarman

Two major approaches to organizational transformation (OT) are identified as “Drive” and “Grow” theories. Each has a serious flaw but they can be combined to form a…

Abstract

Two major approaches to organizational transformation (OT) are identified as “Drive” and “Grow” theories. Each has a serious flaw but they can be combined to form a stronger approach. However, managing the hybrid presents special challenges, including an acceptance of paradox. Five case studies are used to gain insight into OT at a process level, into the cross-conflicts and environmental reactions, including “the organizational immune reaction”. Two propositions are formulated: the bi-focal formula (regarding the agreement between an OT initiative and its host organizational unit) and the partnership proposition (regarding shared leadership of OT initiatives).

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84950-425-6

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Article
Publication date: 25 May 2010

Barry Sugarman

The purpose of this paper is to understand how social networks can help to produce the “magic” of extraordinary results for organizations.

Abstract

Purpose

The purpose of this paper is to understand how social networks can help to produce the “magic” of extraordinary results for organizations.

Design/methodology/approach

In this exploratory study four cases (from published reports) are compared in order to illustrate different management approaches to utilizing the power of networks.

Findings

Social networks can be central to a strategy for organizational transformation (OT), as in three of these cases. They can also be fundamental to a firm's mode of organizing from its inception business and permanently, as in the second case (W.L. Gore). The three cases illustrate several approaches to connecting social networking with management's OT strategies. An important difference exists between informal, autonomous networks and networks that “talk” to management.

Research limitations/implications

These cases illustrate what is possible, not what is typical. All four cases involve social networks already aligned to official goals. This exploration of networking in the service of OT suggests some hypotheses but cannot rigorously test them.

Practical implications

Social networks can create, contain, and convey much of a company's intellectual capital and can control much of its potential for “magical” improvement. The basic principles of OT (developing a learning organization) apply here.

Originality/value

The comparative study of four cases is fruitful but rare. Network literature mostly consists of single cases and surveys at a distance.

Details

The Learning Organization, vol. 17 no. 4
Type: Research Article
ISSN: 0969-6474

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Book part
Publication date: 27 March 2007

Volume 16 of Research in Organizational Change and Development highlights several emerging trends in our field and in the world within which our research takes place. The…

Abstract

Volume 16 of Research in Organizational Change and Development highlights several emerging trends in our field and in the world within which our research takes place. The papers that make up this volume hit on some familiar topics, all related to the challenge of invoking, supporting, or measuring organizational change but they also go farther than that. In Volume 16, we see evidence that the issues of concern to leaders and researchers are becoming increasingly global in nature. In order to understand these issues, we must pay attention to cultural differences, and the language that is used during change interventions to set expectations and deal with the myriad issues that threaten to undermine the success of the effort. In this volume too we see that different types of organizations approach change in ways that reflect their unique cultures and contexts. Rather than a one size fits all approach, authors of papers in this volume call for an understanding of these differences among organizational types and their implications for how we approach organizational change. The role of the leader in change is also examined in several papers here. We have known for a long time that leadership is essential during change, but these papers give us a fresh look at what it is that leaders do and say that affects the outcomes achieved. Finally, as always, we see included in Volume 16 some excellent contributions to methodology and research on the topic of change. Each of the papers in Volume 16 is well-crafted, thoughtful and very much worth the time to read.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84950-425-6

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Book part
Publication date: 25 July 2012

Abraham B. (Rami) Shani, William A. Pasmore and Richard W. Woodman

The first annual volume of Research in Organization Change and Development was published in 1987. Since then, ROCD has provided a special platform for scholars and…

Abstract

The first annual volume of Research in Organization Change and Development was published in 1987. Since then, ROCD has provided a special platform for scholars and practitioners to share new research-based insights.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78052-807-6

To view the access options for this content please click here
Book part
Publication date: 23 July 2014

Abstract

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78350-312-4

To view the access options for this content please click here
Book part
Publication date: 27 March 2007

Abstract

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84950-425-6

To view the access options for this content please click here
Book part
Publication date: 27 March 2007

Achilles A. Armenakis is the James T. Pursell, Sr. Eminent Scholar in the Department of Management at Auburn University. Achilles has published research on diagnosis…

Abstract

Achilles A. Armenakis is the James T. Pursell, Sr. Eminent Scholar in the Department of Management at Auburn University. Achilles has published research on diagnosis, implementation, and evaluation of organizational change. His current research efforts are focused on the readiness, adoption, and institutionalization processes. He is a fellow of the International Academy of Management and of the Southern Management Association.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84950-425-6

To view the access options for this content please click here
Book part
Publication date: 25 July 2012

Abstract

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78052-807-6

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