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Book part
Publication date: 28 June 2017

Jean M. Bartunek and Elise B. Jones

We explore how scholarly understandings of and the practice of organizational transformation have evolved since Bartunek and Louis’s (1988) Research in Organizational…

Abstract

We explore how scholarly understandings of and the practice of organizational transformation have evolved since Bartunek and Louis’s (1988) Research in Organizational Change and Development chapter. While Bartunek and Louis hoped to see strategy scholarship and OD approaches to transformation inform each other, strategy literature has drifted away from transformation toward more continuous change. OD practice has focused on the implementation of its own versions of transformation through Large Group Interventions, Appreciative Inquiry, the new dialogic OD, and Theory U. Based on a discussion of Theory U, we call attention to the importance of individuals as an important source of new ideas in understanding and practicing large-scale change.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78714-436-1

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Article
Publication date: 1 January 2002

John P. Meyer, Jean M. Bartunek and Catherine A. Lacey

Research on identity in organizations takes endurance overtime as a taken‐for‐granted expectation, but then often explores how identity changes. Conversely, research on…

Abstract

Research on identity in organizations takes endurance overtime as a taken‐for‐granted expectation, but then often explores how identity changes. Conversely, research on memory in organizations takes change as a taken‐for‐granted expectation and then explores how particular memories might be maintained by purposeful action. We used both of these literatures as a basis for exploring what happened to two aspects of an organizational group's identity over the course of its first seven years. One aspect of identity centered on the group's mission and the other on the group's internal processes. Based on analysis of the processes involved in the evolution of the group's identity, we suggest several factors that foster stability in identity and several factors that foster change in identity. From the identification of these factors, and based on Lewin's Field Theory approach, we suggest a more complex depiction of what identity stability or change might mean overtime.

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The International Journal of Organizational Analysis, vol. 10 no. 1
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 1 February 1989

Jean M. Bartunek

Organizational development and design are focused on bringing abouta coherence between decision areas, and the reasoning that eitherdevelopment or design is right or wrong…

Abstract

Organizational development and design are focused on bringing about a coherence between decision areas, and the reasoning that either development or design is right or wrong is postulated. Both can be seen as complementing approaches to organizational improvement.

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Journal of Organizational Change Management, vol. 2 no. 2
Type: Research Article
ISSN: 0953-4814

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Book part
Publication date: 16 April 2014

Simona Giorgi, Margaret E. Guider and Jean M. Bartunek

We discuss a recent effort of institutional resistance in the context of the 2008–2011 Apostolic Visitation of U.S. women religious motivated by Vatican concerns about…

Abstract

We discuss a recent effort of institutional resistance in the context of the 2008–2011 Apostolic Visitation of U.S. women religious motivated by Vatican concerns about perceived secularism and potential lack of fidelity among Catholic sisters. We examined the process of and women’s responses to the Visitation to shed light on the institutional work associated with productive resistance and the role of identity and emotions in transforming institutions.

At a time when the male leadership can be blamed for leading the church to a state of crisis – a time when the voices of women are needed more than ever – even the modest roles accorded to female clerics have come under attack. The specific reasons for the investigation are unclear (or, more probably, not public), but the suspicion, clearly, can be put in the crassest terms: too many American nuns have gone off the reservation.

– Lisa Miller, Female Troubles, Newsweek, May 27, 2010

At a time when the male leadership can be blamed for leading the church to a state of crisis – a time when the voices of women are needed more than ever – even the modest roles accorded to female clerics have come under attack. The specific reasons for the investigation are unclear (or, more probably, not public), but the suspicion, clearly, can be put in the crassest terms: too many American nuns have gone off the reservation.

Details

Religion and Organization Theory
Type: Book
ISBN: 978-1-78190-693-4

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Book part
Publication date: 21 July 2016

Robert MacIntosh, Jean M. Bartunek, Mamta Bhatt and Donald MacLean

This chapter addresses the common assumption that research questions are fixed at the outset of a study and should remain stable thereafter. We consider field-based…

Abstract

This chapter addresses the common assumption that research questions are fixed at the outset of a study and should remain stable thereafter. We consider field-based organizational research and ask whether and when research questions can legitimately change. We suggest that change can, does, and indeed should occur in response to changes in the context within which the research is being conducted. Using an illustrative example, we identify refinement and reframing as two distinct types of research question development. We conclude that greater transparency over research question evolution would be a healthy development for the field.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78635-360-3

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Book part
Publication date: 23 September 2009

Reut Livne-Tarandach and Jean M. Bartunek

Research on organizational change and development is limited in how it addresses the processes that encompass change initiatives. In this chapter, we explore one dimension…

Abstract

Research on organizational change and development is limited in how it addresses the processes that encompass change initiatives. In this chapter, we explore one dimension of these processes, the ways that research frames relationships between planned and emergent organizational change. We discuss five ways in which organization development (OD) research has addressed dichotomies between planned emergent change: separation, selection, integration, transcendence, and connection. We suggest that the most effective approach for considering this dichotomy is likely to be one that connects planned and emergent change over time. We further suggest that a means by which connection can usefully be created is through attention to a transient outcome of change attempts, the vitality associated with a change initiative at any moment. We present an example of how a connection frame was utilized in an extended research project. We also suggest an analytic framework and specific research methods consistent with a connection frame. In doing so, we suggest how the adoption of a connection frame by OD researchers and practitioners may lead to a more complete picture of organizational change.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

Book part
Publication date: 23 September 2009

Jean M. Bartunek is the Robert A. and Evelyn J. Ferris chair and professor of organization studies at Boston College as well as a Fellow (since 1999) and a past president…

Abstract

Jean M. Bartunek is the Robert A. and Evelyn J. Ferris chair and professor of organization studies at Boston College as well as a Fellow (since 1999) and a past president (2001–2002) of the Academy of Management. Her Ph.D. in social and organizational psychology is from the University of Illinois at Chicago. Her substantive research interests focus on organizational change, conflict associated with it, and organizational cognition, and her methodological interests center around ways that external researchers can collaborate with insider members of a setting to study the setting. She is an associate editor of the Journal of Applied Behavioral Science and on the editorial boards of multiple other journals. She has published more than 100 journal articles and book chapters and 5 ([co]authored or co-edited) books.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

Article
Publication date: 1 February 1994

Jean M. Bartunek and Michael K. Moch

Third‐order change in organizations refers to attempts to helporganizational members to transcend their shared schemata. It has notpreviously been explored in depth. Uses…

1932

Abstract

Third‐order change in organizations refers to attempts to help organizational members to transcend their shared schemata. It has not previously been explored in depth. Uses mystical experience as a model of how the third‐order change process may occur. Discusses several characteristics of mystical experience, focusing in particular on the central characteristic of transconceptual understanding. Presents an example of Teresa of Avila, a Spanish woman from the sixteenth century whose mystical life was reflected in her organizing activities. Suggests how mystical experience can inform understanding of the third‐order organizational change process and presents a preliminary model of ways in which the third‐order change capacity might be developed.

Details

Journal of Organizational Change Management, vol. 7 no. 1
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 January 1989

I. Leticia Ramirez and Jean M. Bartunek

This article describes experiences during, and outcomes of, an ODintervention conducted by an internal consultant in an outpatient healthcentre. It focuses on how the…

Abstract

This article describes experiences during, and outcomes of, an OD intervention conducted by an internal consultant in an outpatient health centre. It focuses on how the “multiple realities” associated with the medical and administrative hierarchies of the health centre affected the course of the intervention, both for the participants and for the consultant. The article describes the setting and context for the intervention, the intervention itself, and various events that occurred in conjunction with the intervention and were integral to its experience. On the basis of this material, the article suggests likely outcomes of OD interventions for both participants and consultants in settings containing multiple realities. It also suggests implications for evaluation and practice in such settings.

Details

Journal of Organizational Change Management, vol. 2 no. 1
Type: Research Article
ISSN: 0953-4814

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Book part
Publication date: 8 July 2021

Jean M. Bartunek and Mary Frohlich

In this commentary, the authors introduce certain paradoxes of religious experience, ways the sacred is both attractive and repulsive, how there are urges to merge with…

Abstract

In this commentary, the authors introduce certain paradoxes of religious experience, ways the sacred is both attractive and repulsive, how there are urges to merge with the divine and to meaningfully change the world, how sacred power is both ineffable and accessible, how the divine can best be understood as a coincidence of opposites, how there is both good and evil in the world, and how religions sometimes proclaim peace yet instigate wars. The authors link these paradoxes with the contributions of the chapters in this volume on religion and philosophy. On the basis of both our and the chapters’ contributions the authors demonstrate several domains where religious paradox adds important insights to organizational approaches to paradox.

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Interdisciplinary Dialogues on Organizational Paradox: Learning from Belief and Science, Part A
Type: Book
ISBN: 978-1-80117-184-7

Keywords

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