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Given the opportunity to reflect on the three decades of research and practice that have passed since the first volume of Research in Organizational Change and Development was published, we note a number of shifts in our world that are causing us to rethink what we know and how we intervene. These shifts, and their attendant effects on individuals, organizations, and society, have opened up exciting possibilities for the advancement of the field. These advances can be achieved through combined research and action, aimed at producing new insights into core topics like motivation, leadership, and organization design. We suggest an ambitious agenda for current and future scholar-practitioners that we hope will stimulate enough thoughtful work to help fill the next three decades of volumes of Research in Organizational Change and Development.

Much of the literature in organizational change has taken a single approach to explain employee expectation formation regarding the outcomes of a change event. A conceptual model is developed to integrate two existing streams of research (the information effects approach and the social effects approach) and to develop a comprehensive picture of outcome expectation formation. We propose that information and social effects function simultaneously to shape an employee's outcome expectations. The strength and content consistency of information and social effects jointly determine what people expect regarding change outcomes and how confident they feel about those expectations. Implications are discussed in terms of setting the boundaries for information and social effects as well as future research directions.

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.

The first annual volume of Research in Organization Change and Development was published by JAI Press in 1987. Since then, ROCD has provided a special platform for scholars and practitioners to share new research-based insights. Volume eighteen continues the tradition of providing insightful and thought provoking chapters. The chapters in the volume represent a commitment to maintaining the high quality of work that our readers have come to expect from this publication.

Volume 17 of Research in Organizational Change and Development is unique in several ways, not the least of which is that it ushers in a new era for both our editorial team and publisher. Abraham B. (Rami) Shani will join the editorial team, and Emerald Group Publishing Limited will be our new partner in producing this series. Both are exciting changes and represent a commitment to maintaining the high quality of work that many of you have come to expect from this publication.