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Presents a broad review of theory and research about organizations as social, information processing, interpretive, and inquiring systems which locates the origins of key concepts behind organization learning. Shows how different schools of thought explain what is behind routine versus creative action in organizations, and what might be done to help people collectively unlearn old habits and develop new behaviours. Looks at contemporary models and practices, and considers to what extent holistic thinking and work arrangements will promote organizational learning, and how measures to enhance collective consciousness could enable people to learn how to learn.

Examines the environmental innovations of several progressive businesses, including Ben & Jerry′s and the Body Shop, in the areas of products, processes, and campaigns to save the planet. Discusses how the green consumer market, copy‐cat competitors, infrastructure development, employee motivation, and interorganizational partnerships factor into these firms′ environmental agendas. Pays special attention to why these firms emphasize environmentalism in their business strategy and corporate culture. Reviews some of the value‐laden issues posed by aggressive environmentalism – such as the risks associated with self‐promotion, dominance of one group′s values over another′s, and the durability of environmentalism in the face of business downturns. Closes with a roster of future research questions.

Downsizing has seriously eroded the loyalty of U.S. workers. The author, who calls for a new kind of corporate culture, describes how two firms have balanced the needs of employers and employees.

This paper broadens and extends the idea of organizational death by arguing that certain organizational site moves, those in which employees hold a strong place attachment to the to be left, are a form of organizational death. It argues for the utility of viewing organizational change as involving loss and including space in studies of everyday organizational experiences. Using ethnographic research (participant‐observation and in‐depth interviews with the employees) of one such organization (the “Coffee House”) and a negotiated‐order perspective, discusses employee beliefs as to how the site move should have been managed as a means to document their understanding of the move as a loss experience and as a form of organizational death.

Mergers and acquisitions are something that everyone who's been in the business world for more than a few years is extremely, if not intimately, familiar with. But can anyone synthesize all the knowledge that's out there and figure out the right ways to do handle a merger, or tell you when forming an alliance or even walking away might be the best path?

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process.

The paper analysis is based on historical records, literature and interviews with former Philips top managers.

The paper shows that Philips' leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation.

The paper adds the historical style approach to leadership research and pays attention to the important role of the organization's history during processes of organizational change.

While the conventional portrayed strategy formulation emphasizing rationality, analysis, and linearity, this paper reexamines the thinking about strategy from a sense‐making perspective. Utilizing the organization's dominant coalition as the focus of analysis and its shared mindset as the key frame for sense‐making, we highlight strategic thinking as planned change and as much more emotional and recursive as well as socially implemented than is usually conceived.

The purpose of this study is to analyse the contributions, major discussions and trends in the literature driving the research agenda in corporate social innovation (CSI). This is done through a systematic review on CSI publications in an open time span. Salient themes and emerging research topics in this literature, as well as research questions and limitations, are identified, culminating in a discussion of what is next for CSI research.

A systematic review was undertaken from academic and grey literature. Results were analysed following a bibliometric and interpretative content analysis.

The study provides novel insights on CSI research by drawing attention to discussions around the consensus on a definition of CSI, its disciplinary origins and the denominations referring to this field. Although CSI struggles to gain independence as a research field, the evidence shows that CSI is a cross-disciplinary concept nourished by multiple disciplines.

Analysis in this paper has implications for research by highlighting the state of scholarship on CSI. Given the use of multiple denominations of CSI, several studies using low diffused denominations could be discarded.

This research contributes to the body of knowledge in the field of CSI by bringing clarity to former discussions and by suggesting how the field can move forward to a more advanced and mature state in research.