Research in Organizational Change and Development

ISSN: 0897-3016

Editor: Richard Woodman, Professor William Pasmore, Abraham B. (Rami) Shani
Subject: Organization Studies (view other series in this subject area)
Information: Author guidelines
Other: News (Inc. call for papers) | Recommend this book series
Also available in our: Emerald Business, Management and Economics eBook Series Collection
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Information Page

Editorial Objectives
Topicality
Key Benefits
Key Audiences
Coverage
News
Contact the Editorial Team
Testimonials

Editorial Objectives

Research in Organizational Change and Development brings forth the latest scholarly work and practice in the fields of organization development and organizational change. Our objectives are to highlight the latest advances in thought, ideally supported by research and practice. We also endeavor to make the series a resource to scholars who are interested in well-integrated reviews of the literature, advances in research methods, and ideas about practice that open new ways of working with organizations to create more successful and sustainable approaches to change. More specifically, our objectives are to:

advance theory and practice in organization development/ organizational change
provide an outlet for comprehensive scholarly reviews of the literature and new frameworks that offer promise in improving the success or sustainability of organizational change efforts
publish advances in research methodologies and practices pertaining to the measurement of organizational change
provide a valuable reference for those undertaking scholarly efforts
provide a valuable reference for OD practitioners
advance a collaborative dialogue about emerging challenges in the field of organization change and development

Topicality

The topics addressed in the series are familiar to those who know the fields of organization development and organization change. These include:

Addressing shortcomings in our current approaches to practice
Offering new frameworks to understand change dynamics, resistance to change, or other social processes related to change
Appreciative inquiry and other methodologies
Sustainability of change efforts
Research methods, especially action research, collaborative research
Producing useful knowledge for organizations
Evaluating the comparative effectiveness of different approaches to change
Organizational agility and managing complex system change
Developing new organizational capabilities via change & development efforts
Managing complex, continuous change
Improving the success of mergers & acquisitions, IT systems implementation, new product innovation processes, human resources management systems, business process reengineering, quality/six sigma/ lean manufacturing efforts
Cultural differences in approaches to change
The role of leadership in change
The role of insider/s and outside/s in leading change Creating more effective approaches to employee engagement
The history of the field of organization development; what we have learned; different ways to characterize and/or categorize our approaches
Levels of change (individual, team, organization, society)

Key Benefits

The key benefits of the series for authors is that it provides a more extensive opportunity to develop ideas than the typical journal article, due to the space afforded. The reputation of the series, having been published for many years and containing the efforts of many of the field’s foremost scholars, provides recognition and credibility for one’s scholarly efforts, and especially for younger scholars. For readers, the series offers stimulating ideas that have reshaped the direction of research and practice. Scholars also find the comprehensive literature reviews to be of great value as they prepare their own manuscripts for publication. Scholarly practitioners stay on the cutting edge of practice by being aware of the latest research and intervention methods. Contributing authors for each volume have an opportunity to meet at the Annual Academy of Management to discuss and share their insights with members of the ODC Division of the Academy.

Key Audiences

Key audiences include practically-minded scholars, who wish their work to have impact on how organizations are actually designed, led and changed; and scholarly-minded practitioners who wish to keep up with the state of the art. Both groups benefit from the quality of research, writing and thinking that are the enduring hallmarks of this series. Over time, our audience has become increasingly global. As more scholars around the globe have made contributions to the series, the series has also become increasingly relevant to a global audience of practitioners. Both established scholars and graduate students who are charting their own course in the field will find the series of value in triggering ideas, providing references for research studies, and providing an outlet for their in-depth thinking.

Coverage

Over 17 Volumes and 20 years, the Series has offered publication outlets for papers addressing a wide array of topics related to organization development interventions and research. Theory, research, methodology and practice have been described within the pages of the Series. Groundbreaking pieces such as the first article on Appreciative Inquiry and others that challenge the values by which we practice have made the Series exciting and relevant. In many years, conversations about the papers in the volume have been the subject of Academy of Management symposia, in which leading scholars debate ideas and compare research findings. The Series has created a community of practice in the profession among both scholars and practitioners who share a passion to understand the mysteries of organizational change.

News

With Volume 17, Abraham (Rami) Shani joined Dick Woodman and Bill Pasmore as a third editor. In 2009, an Academy of Management Symposium in Chicago brought together the authors of Volume 17 and a hundred of their peers to talk in groups about the exciting ideas behind the papers in the Volume.

Contact the Editorial Team

Series Editor
William Pasmore
Centre for Creative Leadership, USA
pasmoreb@ccl.org

Series Editor
Richard Woodman
Texas A&M University, USA
dwoodman@mays.tamu.edu

Series Editor
Abraham B. (Rami) Shani
California Polytechnic State University, USA
ashani@calpoly.edu

Series Editor
Debra A. Noumair
Columbia University, USA
dn28@columbia.edu

Executive Publisher
Kim Eggleton
keggleton@emeraldinsight.com

Testimonials

"This is an indispensable series for anyone who cares about organizational change. Its chapters introduce new ways of thinking about change, provide comprehensive reviews of particular topics regarding change, and stimulate both new research on change and ways to improve its practice. I recommend it for anyone who is willing to have their understandings of change expanded and deepened."
Jean M. Bartunek, Robert A. and Evelyn J. Ferris Chair, Department of Organization Studies, Boston College, USA

"Tired of reading more of the “been there, done that” approach to OD and HRD? The Pasmore, Woodman and Shani series Research in Organizational Change and Development has, for the last 20 years, been a beacon, shining a light on the most courageous innovations, ideas, and studies in change. If you enjoy the ways things are, don’t read this book. It will provoke you and stimulate fascinating ideas."
Richard E. Boyatzis, PhD, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science, Case Western Reserve University, USA, and an avid reader of the series for 20 years.

"For twenty years this seminal series has been at the centre of innovative thought in the field of organization change and development. It is essential reading for scholars and students."
David Coghlan, School of Business, Trinity College Dublin, Ireland

Volumes within this series

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14-10-2011: Hundreds of Emerald books listed in new Thomson Reuters Book Citation Index

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