STUDYING ORGANIZATIONAL CHANGE AND DEVELOPMENT: CHALLENGES FOR FUTURE RESEARCH.
Abstract
This article presents several studies that examine organizational change. The authors note that certain issues should be addressed when examining the studies including an examination of the multiple contexts and levels of analysis in studying organizational change, the inclusion of time, history, process and action, the link between change processes and organizational performance, the investigation of international and cross-cultural comparisons, the study of receptivity, customization, sequenicng, pace and episodic versus continusous change and the partnership between scholars and practicioners in studying change. The author discuss how these issues are related to the concepts in the studies and note they research has not addressed these issues at this point in time.
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Reductionism in research into change fails to elucidate significant or generalizable lessons.
“they suggest that reductionism in research into change fails to elucidate any significant or generalizable lessons.”
From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Pettigrew et al. (2001)
Contextual considerations are important for understanding how change works in practice.
“Pettigrew et al. (2001) have highlighted the importance of contextual considerations in arriving at a deeper level of understanding of how change works (or does not) in practice.”
From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Pettigrew et al. (2001)
The significance of context has been identified as an important omission in much of the change literature.
“The significance of context has been identified as an important omission in much of the change literature (Pettigrew, 2000; Pettigrew et al., 2001).”
From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Pettigrew et al., 2001
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- Authors
- Pettigrew, A. M., Woodman, R. W., & Cameron, K. S.
- Affiliations
- University of Warwick (GB)
- Texas A&M University (US)
- University of Michigan (US)
- ORCID
- Cameron, K. S.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2001-08-01
- Volume
- 44
- Issue
- 4
- Pages
- 697-713
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2052980568
- Cited by
- 1,582
- References
- 4
- Citations by year
- 2026: 40 · 2025: 38 · 2024: 38 · 2023: 53 · 2022: 58 · 2021: 67 · 2020: 101 · 2019: 72 · 2018: 73 · 2017: 56 · 2016: 83 · 2015: 90 · 2014: 71 · 2013: 103 · 2012: 92
- FWCI
- 48.09
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Journal (publishedVersion)
- Oxford University Research Archive (ORA) (University of Oxford) (acceptedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Keywords
- organizational change, organizational development, levels of analysis, change processes, organizational performance, cross-cultural comparison, cross-national comparison, receptivity to change
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