Research in organizational change and development. Vol. 27 / Abraham B. (Rami) Shani, and Debra A. Noumair.Material type: TextSeries: Research in organizational change and development, volume 27Publisher: Bingley, U.K. : Emerald Publishing Limited, 2019Copyright date: ©2019Description: 1 online resource (xii, 219 pages) ; cmContent type: Media type: Carrier type: ISBN: 9781789735536 (e-book)Subject(s): Organizational change | Business & Economics -- Organizational Development | Organizational theory & behaviourAdditional physical formats: No titleDDC classification: 658.406 LOC classification: HD58.8 | .R47 2019Online resources: eBook-Emerald
Prelims -- Toward a social science philosophy of organization development and change -- Positive organizational scholarship and agents of change -- Humility as an enabler of organizational growth and change -- A socio-economic approach to organizational development: case study of a socio-economic intervention in the Belgium subsidiary of a large company traded on Wall Street -- Key tensions in purposive action by middle managers leading change -- Facilitating change through groups: formation of collective attitudes toward change -- Leading in social entrepreneurship: developing organizational resources in confrontation with paradoxes -- Exploring agile thriving teams in continuous change environments -- About the contributors.
Volume 27 of Research in Organizational Change and Development introduces thought-provoking insights on inclusivity within organizations. These include: the philosophical foundation of organization development and change; positive organizational scholarship as a scientific base for sustainable change; the practice of humility and humble behaviors; a socio-economic approach to organization development enhancing the compatibility between the human system, stakeholders, and stockholders; the importance of collaborative effort across hierarchies and vertical boundaries, despite tensions that undermine middle managers' role as change agent; the use of top-down and bottom-up processes to link attitudes and enhance levels of engagement; how leaders in social enterprise development continuously respond to common paradoxes of engagement; and, finally, enhancing a culture of inclusive, agile and thriving teams in environments of continuous change. The diverse collaborative contributions by leading scholars and scholar-practitioners from across the globe provide an enriching body of knowledge on contemporary challenges in organizational change and development.
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