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The purpose of this paper is to understand the philosophical changes which underpin research and practices in project management. This study is an attempt to challenge previous studies that have tried to explain this change in order to provide a better explanation.

The authors adopt a critical review research method to challenge previous explanations of the paradigm change and definition of communication. For this purpose, philosophical and social theories and concepts have been used.

This paper proposed changing the paradigm from modernism to postmodernism and the paradigm shift, which happens from postmodernism to participation, as a better explanation for the paradigmatic change in project management. Furthermore, the important role of communication has been illustrated in the participation paradigm.

For the first time in project management, the authors attempt to clarify the role of power in this paradigmatic shift, especially because this concept is an axial concept in postmodern philosophy and a neglected concept in project management literature. In addition, communicative action theory has been used with the aim of pursuing the influence of informal power in the participation paradigm and paving the way for confronting its emerging challenges in future studies.

The purpose of this paper is to trace the evolution of corporate governance through a series of changing paradigms in response to wider transformations in the political economy, business and society. The different eras of governance, and the dominant theoretical and practical paradigms are highlighted. In a context where the adequacy of the dominant paradigms of corporate governance is increasingly challenged, the search for coherent new paradigms is a vital task in corporate governance.

This paper is a conceptual analysis of evolving paradigms in corporate governance.

To meet the imminent challenge of social and environmental sustainability in a post-carbon economy, further rethinking of corporate purpose, corporate governance and directors duties will be essential. This sustainability revolution has only just commenced, but in the course of the twenty-first century, it will transform both business and society.

The implications of the research concern the importance of conceptualising corporate governance through different eras and paradigms, and appreciating that further paradigm shifts will occur in response to transformations in the political economy and ecology.

This paper informs on the importance of the transformation of business purpose and objectives in response to the imminent dangers of environmental and social collapse.

This paper emphasises the social and environmental dimensions of corporate activity, and how these must be considered in the definition of wealth generation.

The contribution of this paper is to focus upon the increasing integration of corporate governance and corporate sustainability, and how this is essential for the reformulation of corporate purpose and objectives.

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.

Changes in the traditional values, institutional context, and choice of change programs are currently shaping the postmodern science and practice of organization development (OD). These changes manifest themselves in powerful new value orientations, intervention frameworks, and practices that challenge OD's long-held beliefs in ethical and justice-based treatment. In this effort, traditional and new paradigm ethical dilemmas are explored, as well as their relationship to four postmodern practices and five emergent intervention techniques. Components of distributive, procedural, and interactional justice are explained relative to change management programs generally, and to emergent techniques specifically. Published case illustrations are used to depict new paradigm ethical dilemmas and opportunities to create a “just change.”

The colors of change is an overview of change paradigms, created about two decades ago, that has been intensively used, tested, refined, shared, and elaborated by practitioners and academics alike. Here, the “color theory” is presented as it is now, and is situated within the literature. Its four main applications are described as well as rules of thumb that have been derived from reflective practice. This chapter illustrates that the color theory is clearly not one thing to all people, as it is understood in very different ways, both in terms of its theoretical foundations as well as the complexity of its applications. This probably adds to the versatility of the theory. Bringing together key insights about the color theory for academics and practitioners, this chapter strives both to give a concise overview and to explore its richness.

School administrators must be forward looking and recognize shifting paradigms in contemporary society. The rapid rate of change in the new millennium influences administrators in the small rural school district as well as the large urban school district. An effective school administrator understands the significance of needed change and consequences of what it means to be a change‐driven school administrator. A starting point for an effective school administrator is to know when it is time to leave one paradigm and embrace a new paradigm shift.

As corporations change their way of working, the importance of corporate real estate (CRE) management has increased. Hence, there is a need to structure the existing knowledge and to identify the latest developments in CRE research. This paper aims to identify the major developments and changed paradigms in CRE research in 2005-2015.

A systematic literature review is conducted, including papers from seven journals. In three sequential scans, papers were identified for the final analysis, keeping 99 of 1,667 papers.

Based on nine identified developments, two paradigm shifts were found. The shift from cost minimisation to value delivery was identified. Besides solving current problems, value delivery aims to capture the future value and prevent future problems. The second paradigm shift is from buildings to people. Before the shift, buildings refer to value delivery as a transaction, while the shift to people highlights the aim to provide value-in-use.

This paper focusses on corporate offices, excluding retail, health care, education, publicly owned facilities, etc. This research is limited to CRE research. Therefore, the results are applicable to CRE research but do not cover the developments in practice.

For practitioners, this paper offers a possibility to develop their RE strategies by reflecting their current practices with the identified developments and paradigms in the CRE literature. This paper suggests to conduct a similar research in practice to compare the underlying paradigms.

This paper is based on a systematic literature study, and summarises developments in CRE research over the past 10 years.

The greatest competitive challenge facing companies today is said to be embracing change. The business environment is in constant flux and companies must grapple with a host of new realities. This backdrop of change has catalyzed a reassessment of traditional managerial concepts and practices. Aims to trace the evolution of a new management paradigm and identifies its main drivers.Design/methodology/approach – The paper provides narrative and analysis.Findings – Assesses the implications of the change in management paradigms for the educational system, highlights needed adjustments in orthodox management education and lingering challenges for management education providers.Originality/value – Provides help in understanding the perspectives of the various business stakeholders that can help academics allocate resources and design programs that cater for the needs of managers in the 21st century.

Recent intensification of the “politicisation of childhood” has been observed by analysts in numerous social science disciplines, and in a variety of public policy domains. Sociologists of childhood, for example, often attribute this greater politicisation both to shifts in the social construction of “social problems” and visions of children's agency (for example Mayall, 1994; Oakley, 1994, p. 17; Qvortrup, 1994; Livingstone, 2002, p. 13). Others observe this politicisation in changing patterns of defamilialisation and refamilialisation of social care and their implications for patterns of social solidarity (Leira & Saraceno, 2002 or Wincott, 2006, for example). Indeed, the politicisation of childhood – defined as the move from childhood being understood as primarily a family or parental responsibility to it being also a matter of public importance and concern – has emerged as a major theme in debates about “modernising” social policy paradigms (for example, Leira, 2002; Jenson, 2004; Esping-Andersen, Gallie, Hemerijck, & Myles, 2002).

After briefly discussing the two major approaches to the study of tourism (theoretical “why” and practical “how”), and two of their respective protagonists (Tribe and Aramberri), the focus of this chapter turns to the use of paradigms by the former group. First, the meaning of paradigm is explored and examples are provided of paradigms and paradigm shifts in tourism research. However, Aramberri challenges this theoretical position by asserting that such ideological frameworks are not paradigms at all, and are, at best, postmodern mantras. He further argues that such muddled thinking can be overcome once tourism becomes a scientific discipline, a stance firmly rejected by the theoreticians. Thereafter, the use of the word “paradigm” is examined in relation to conferences, research, and shifts, as well as such major tourism perspectives as authenticity, strangerhood, play, and conflict.