The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Radical Change Accidentally: The Emergence and Amplification of Small Change
Abstract
A decision to offer breakfast to homeless people led to radical change in a church and its environment. Existing theories of change do not fully explain observations from our qualitative study; however, complexity theory constructs suggest how and why such change emerged. We offer four key findings. First, the radical change was unintended, emergent, and slow. Second, destabilizing conditions helped small changes to emerge and become radical. Third, subsequent actions amplified an initial small change and, though not intended to do so, promoted radical change. Finally, the dynamic interaction of amplifying actions, contextual conditions, and small changes led to continuous radical change.
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Cites
Hartley, J. (2004) · Essential Guide to Qualitative Methods in Organizational Research · doi:10.4135/9781446280119.n26 · Cited by 15,461
Strategies for Theorizing from Process Data
Langley, A. (1999) · The Academy of Management Review · doi:10.5465/amr.1999.2553248 · Cited by 7,008
A set-theoretic approach to organizational configurations
Fiss, P. C. (2007) · Academy of Management Review · doi:10.5465/amr.2007.26586092 · Cited by 2,225
Bose-Einstein Condensation in Complex Networks
Bianconi, G., & Barabási, A.-L. (2001) · Physical Review Letters · doi:10.1103/physrevlett.86.5632 · Cited by 808
Cited by
Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology
Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013) · Organizational Research Methods · doi:10.1177/1094428112452151 · Cited by 13,227
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.005 · Cited by 1,426
The management of change in public organizations: A literature review
KUIPERS, B. S., HIGGS, M., KICKERT, W., TUMMERS, L., GRANDIA, J., & VAN DER VOET, J. (2014) · Public Administration · doi:10.1111/padm.12040 · Cited by 508
Complexity Theory: An Overview with Potential Applications for the Social Sciences
Turner, J. R., & Baker, R. M. (2019) · Systems · doi:10.3390/systems7010004 · Cited by 372
Publishing in AMJ —Part 7: What's Different about Qualitative Research?
Bansal, P. (., & Corley, K. (2012) · Academy of Management Journal · doi:10.5465/amj.2012.4003 · Cited by 304
Metadata
- Authors
- Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2007-06
- Volume
- 50
- Issue
- 3
- Pages
- 515-543
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2051742406
- Cited by
- 540
- References
- 4
- FWCI
- 46.77
- Type
- journal article
- Language
- en
- Open access
- closed
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- Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V. (2007). Radical Change Accidentally: The Emergence and Amplification of Small Change. Academy of Management Journal. https://doi.org/10.5465/amj.2007.25525647
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