Online citations, reference lists, and bibliographies.
Please confirm you are human
(Sign Up for free to never see this)
← Back to Search

Elephant On A Treadmill: An Evaluation Of Thematic Narrowness In Organizational Change Research

Gavin M. Schwarz
Published 2009 · Geography

Save to my Library
Download PDF
Analyze on Scholarcy
Share
This chapter assesses the accuracy of the assumption that organizational change research is too thematically narrow. The proposition is explored by assessing the nature of articles on change, published since 1947, in eight representative management and organization journals (n=454). Results indicate that more research on change is being published but has not lead to significantly more developed knowledge, as it increasingly relies on refinement rather than idea overthrow, and is largely made up of themes that received most of their critical attention up to a decade ago. The critique concludes by highlighting further development and career challenges for change researchers.
This paper references
Organization Change: Theory and Practice
W. Burke (2002)
10.2307/3094808
Strategy as Vector and the Inertia of Coevolutionary Lock-in
Robert A. Burgelman (2002)
The production of knowledge : the challenge of social science research
W. Starbuck (2006)
10.1177/019263658306746628
In Search of Excellence: Lessons from America's Best-Run Companies. By Thomas J. Peters and Robert H. Waterman, Jr. New York: Harper & Row, 1982
S. Piereson (1983)
10.2307/2392340
Footnotes To Organizational Change
J. March (1980)
10.2307/3094840
Breaking the Code of Change
M. Beer (2000)
10.5465/AMR.2006.19379626
Sameness, Otherness? Enriching Organizational Change Theories With Philosophical Considerations On The Same And The Other
R. Durand (2006)
10.7723/ANTIOCHREVIEW.74.3.0504
The Self-Fulfilling Prophecy
R. Merton (1948)
10.1287/ORSC.6.6.681
Mortality, Reproducibility, and the Persistence of Styles of Theory
J. Pfeffer (1995)
Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed.
B. Bass (1990)
10.1016/0024-6301(95)90258-9
Organizing for the future: the new logic for managing complex organizations
J. Galbraith (1993)
10.5465/AMR.1993.9402210152
Barriers to the Advance of Organizational Science: Paradigm Development as a Dependent Variable
J. Pfeffer (1993)
Style As Theory
J. V. Maanen (2006)
10.5465/AMJ.2007.27155013
WHY HR PRACTICES ARE NOT EVIDENCE-BASED
E. Lawler (2007)
10.1093/ICC/13.1.213
The evolution of inertia
M. Hannan (2004)
10.5465/AMR.1984.4277659
The Validity and Usefulness of Theories in an Emerging Organizational Science
J. Miner (1984)
10.5465/AMR.2008.27745027
New Academic Fields as Admittance-Seeking Social Movements: The Case of Strategic Management
D. Hambrick (2008)
10.2307/1847040
The Structure of Scientific Revolutions
M. Hall (1963)
10.2307/973677
The Science of "Muddling Through"
Charles E. Lindblom (1959)
10.5465/256669
Organizational Transformation as Punctuated Equilibrium: An Empirical Test
E. Romanelli (1994)
10.1177/030631295025003003
Author Judgements about Works They Cite: Three Studies from Psychology Journals
W. Shadish (1995)
10.5465/256768
Pacing Strategic Change: The Case of a New Venture
C. J. Gersick (1994)
The social psychology of organizing
K. Weick (1969)
10.1177/014920639902500303
Organizational Change: A Review of Theory and Research in the 1990s
Achilles A. Armenakis (1999)
10.1177/0021886304270284
Wanted OD More Alive Than Dead
L. Greiner (2004)
The New American Workplace
J. O'Toole (2006)
10.1287/ORSC.6.1.133
Crossroads Style as Theory
J. V. Maanen (1995)
10.1177/014920639201800306
A Causal Model of Organizational Performance and Change
W. Burke (1992)
10.4135/9781848608030.n3
Ecological Approaches to Organizations
J. Baum (2006)
Rational Decision Making in Business Organizations
H. Simon (1978)
10.1126/science.159.3810.56
The Matthew Effect in Science
R. Merton (1968)
10.1177/1056492605280783
Becoming Vanilla Pudding
B. Ashforth (2005)
10.1007/BF00125131
Landscape graphs: Ecological modeling with graph theory to detect configurations common to diverse landscapes
Margot D. Cantwell (2004)
10.5465/AMJ.2007.24159064
Academy Of Management Journal Editors' Forum On Rich Research
Sara L. Rynes (2007)
10.2307/3069412
Moves that matter: Issue selling and organizational change.
J. Dutton (2001)
10.1177/1056492605276645
The Balance of Trade Between Disciplines
A. Lockett (2005)
10.5465/AMJ.2007.25525577
What Causes a Management Article to be Cited—Article, Author, or Journal?
T. Judge (2007)
10.2307/2393720
Continuity and Change in Theories of Organizational Action
J. March (1996)
10.5465/AMR.1994.9410210755
PFEFFER'S Barriers to The Advance Of Organizational Science: A Rejoinder
Albert A. Cannella (1994)
10.5465/AMBPP.1996.4978183
TOWARDS A THEORY OF STRATEGIC CHANGE: A MULTI-LENS PERSPECTIVE AND INTEGRATIVE FRAMEWORK.
N. Rajagopalan (1996)
10.1111/J.1460-2466.2004.TB02652.X
Organizational Communication: Challenges for the New Century
Elizabeth L. Jones (2004)
10.1177/0021886304270821
Introduction: Is OD in Crisis?
D. Bradford (2004)
10.2307/2393143
An Evolutionary Theory of Economic Change.by Richard R. Nelson; Sidney G. Winter
J. Barney (1987)
10.1287/ORSC.12.5.523.10092
Adaptation as Information Restriction: The Hot Stove Effect
Jerker Denrell (2001)
10.5465/3069411
Studying Organizational Change and Development: Challenges for Future Research
A. Pettigrew (2001)
10.2307/258833
1993 presidential address: What if the academy actually mattered?
D. Hambrick (1994)
10.5860/choice.44-2796
The SAGE Handbook of Organization Studies
S. Clegg (2006)
10.1086/227835
The Hierarchy of the Sciences?
S. Cole (1983)
10.2307/2521470
Organization Development: Behavioral Science Interventions for Organization Improvement
W. French (1972)
10.2307/1388843
Organizational Structure as Signaling
M. Meyer (1979)
10.5465/256075
Tracking Strategy in an Entrepreneurial Firm1
H. Mintzberg (1982)
10.1177/1056492607310927
We See Dead People?
Gavin M. Schwarz (2007)
10.1177/017084068800900302
Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model
Dexter C. Dunphy (1988)
10.1146/ANNUREV.SO.21.080195.001245
MODELING INTERNAL ORGANIZATIONAL CHANGE
W. Barnett (1995)
10.1287/orsc.1040.0103
Enacting Integrated Information Technology: A Human Agency Perspective
Marie-Claude Boudreau (2005)
Organizational development: Theory, practice, and research.
J. Porras (1992)
10.1002/SMJ.4250100707
New CEO intervention and dynamics of deliberate strategic change
L. Greiner (1989)
10.4135/9781848608030.N30
Radical Organizational Change
R. Greenwood (2006)
10.1111/J.1430-9134.2002.00595.X
The Determinants of Organizational Change and Structural Inertia: Technological and Organizational Factors
M. Colombo (2002)
10.1177/1056492604273899
We (Still) Need a World of Scholar-Leaders
J. B. Ritchie (2005)
Organization Development and Transformation: Managing Effective Change
W. French (1994)
10.2307/2392694
Administrative Science as Socially Constructed Truth.
W. G. Astley (1985)
10.2307/2393015
In search of excellence: lessons from america's best-run companies, harper & row, ne~ york
T. Peters (1982)
10.2307/2393533
Between a rock and a hard place: Organizational change and performance under conditions of fundamental environmental transformation
Heather A. Haveman (1992)
Self-Fulfilling Prophecy as a Management Tool:
Harnessing Pygmalion (1984)
10.5465/256407
Organizational Inertia and Momentum: A Dynamic Model Of Strategic Change
D. Kelly (1991)
10.1016/0030-5073(76)90005-2
Knee-deep in the Big Muddy: A study of escalating commitment to a chosen course of action.
B. Staw (1976)
10.4135/9781483397160
Quantitative Research Methods in the Social Sciences
P. Maxim (1999)
10.1287/ORSC.6.3.280
Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane
J. P. Walsh (1995)
10.2307/256535
Determinants of faculty pay: An agency theory perspective.
L. Gomez-Mejia (1992)
10.1177/002188637401000403
Organizational Development: Some Problems and Proposals
R. Kahn (1974)
10.2307/2392809
Vicious circles in organizations.
M. Masuch (1985)
Barings lost : Nick Leeson and the collapse of Barings plc.
L. Hunt (1996)
10.5860/choice.42-0423
The Smartest Guys in the Room: The Amazing Rise and Scandalous Fall of Enron
B. Mclean (2003)
10.1111/1468-5973.00064
Early‐Warning‐Signals Management: A Lesson from the Barings Crisis
Zachary Sheaffer (1998)
10.1287/ORSC.1.1.1
Can Organization Studies Begin to Break Out of the Normal Science Straitjacket? An Editorial Essay
R. Daft (1990)
10.5465/AMR.1984.4277938
Self-Fulfilling Prophecy as a Management Tool: Harnessing Pygmalion
D. Eden (1984)
Qualitative Data Analysis: A User Friendly Guide for Social Scientists
I. Dey (1993)
10.24260/ALALBAB.V1I1.18
Good to great : why some companies make the leap--and others don't
J. C. Collins (2005)
10.1177/1056492605276647
Crossing Disciplinary Boundaries
A. Bedeian (2005)
10.1177/0018726701544002
Towards a Process Model of Individual Change in Organizations
J. George (2001)
10.1146/ANNUREV.PSYCH.50.1.361
Organizational change and development.
K. Weick (1999)
10.2307/41165852
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
M. Tushman (1996)
10.1177/014920638901500205
Organizational Change and Development: New Arenas for Inquiry and Action
R. Woodman (1989)
10.5465/AMR.1994.9410122006
What if the Academy Actually Mattered
D. Hambrick (1994)
10.2307/2551371
Conjectures and Refutations: The Growth of Scientific Knowledge.
T. Hutchison (1964)
10.5465/254574
Organizational Constructs: An Approach to Understanding Organizations
W. B. Wolf (1958)
10.2307/2392945
Normal Accidents: Living with High-Risk Technologies
M. O'hare (1986)
10.1177/014920638701300212
Organization Development in the 1980's
Marshall Sashkin (1987)
10.5465/255551
Momentum and Revolution in Organizational Adaptation
Danny Miller (1980)
10.5465/AMR.1997.9707180259
TOWARD A THEORY OF STRATEGIC CHANGE: A MULTI-LENS PERSPECTIVE AND INTEGRATIVE FRAMEWORK
N. Rajagopalan (1997)
Inertia and Incentives: Bridging Organizational Economics and Organizational Theory
Sarah Kaplan (2005)
10.1287/orsc.1050.0135
Organizing Far from Equilibrium: Nonlinear Change in Organizational Fields
A. Meyer (2005)
10.5465/AMR.1995.9508080329
Explaining Development and Change in Organizations
A. V. D. Ven (1995)
10.2307/256350
Evolving Interpretations as a Change Unfolds: How Managers Construe Key Organizational Events
Lynn A. Isabella (1990)
The Circle of Innovation : You Can't Shrink Your Way to Greatness
T. J. Peters (1999)
10.1108/sd.2007.05623dae.001
Built to Change: How to Achieve Sustained Organizational Effectiveness
E. Lawler (2006)
10.1287/orsc.13.1.36.539
Understanding Acquisition Performance: The Role of Transfer Effects
S. Finkelstein (2002)
10.2307/2393891
Expectation Effects in Organizational Change.
A. King (1974)
10.1177/001872679604900504
Developing an Organization Capable of Implementing Strategy and Learning
M. Beer (1996)
10.5465/AMR.1994.9412190218
Logics of Identity, Contradiction, and Attraction in Change
J. D. Ford (1994)
10.1016/0048-7333(86)90027-2
Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy
D. Teece (1993)
10.2307/2393722
Drop Your Tools: An Allegory for Organizational Studies.
K. Weick (1996)



This paper is referenced by
Semantic Scholar Logo Some data provided by SemanticScholar