The Oxford Handbook of Organizational Change and Innovation

1: Andrew H. Van de Ven and Marshall Scott Poole: Introduction: Central Issues In The Study of Organizational Change and Innovation I. Teleological Models of Change 2: W. Warner Burke: Historical Currents in Scholarship of Organization Change 3: Jean Bartunek, Linda Putnam, and Myeong-gu Seo: Dualities and Tensions in Ongoing Development of Organization Development 4: Alexandra Rheinhardt and Dennis A. Gioia: Upside-Down Organizational Change: Sensemaking, Sensegiving, and the New Generation 5: Davide Ravasi and Majken Schultz: Organization Identity and Culture Change 6: Saras D. Sarasvathy and S. Venkataraman: An Effectual Entrepreneurial Model of Organizational Change:Acting on, Reacting to, and Interacting With Markets as Artifacts II. Dialectical Models of Change 7: Timothy J. Hargrave): The Paradox Perspective and the Dialectics of Contradictions Research 8: Runtian Jing: Eastern Yin-Yang Model of Change 9: Gerald F. Davis and Eun Woo Kim: Social Movements and Organizational Change 10: Craig Prichard and Douglas Creed: Agency in Social Movements as Sources of Change 11: Laurie Lewis: Stakeholder Model of Change 12: Rosie Oswick, Cliff Oswick, and David Grant: Critical Approaches and Perspectives on Organizational Change III. Life Cycle Models of Change 13: Marshall Scott Poole and Andrew H. Van de Ven: The Life Cycle Process Model 14: Alfred Marcus and Joel Malen: Hedging: Organziational Responses to the Formulation, Implementation, and Enforcement of Government Mandated Changes 15: Brian T. Pentland and Kenneth T. Goh: Organizational Routines and Organizational Change 16: Vibha Gaba and Alan D. Meyer: Discontinuous Change in Organizations and Fields 17: Evelyn Micelotta, Michael Lounsbury, and Royston Greenwood: Institutional Change IV. Evolutionary Models of Change 18: Joel A. C. Baum and Hayagreva Rao: Evolutionary Dynamics of Organziational Populations and Communities 19: Anne Miner, Mary Crossan, and Cara Maurer: VSR Models of Change as Normative Practical Theory 20: Kevin J. Dooley: Conceptualizing Organizational Change Through the Lens of Complexity Science 21: Daniel Albert and Martin Ganco: Landscape Models of Complex Change V. Hybrid Change Process Models 22: Raghu Garud and Marja Turunen: Microfoundations of Innovation as Process: Usher's Cumulative Synthesis Model 23: James W. Dearing: Diffusion of Innovations 24: Jennifer Woolley: Processes of Emergence and Change in Industry and Ecosystem Infrastructure 25: Michele Shumate and Zachary Gibson: Interorganizational Network Change 26: Moshe Farjoun: The Becoming of Change in 3D: Dialectics, Darwin, and Dewey VI. Core Aspects in all Change Models 27: Tor Hernes, Anthony Hussenot, and Kätlin Pulk: Time and Temporality of Change Processes: Applying An Event-Based View to Integrate Episodic and Continuous Change 28: Quy Huy Nguyen and Timo Vuori: Emotionality and Change 29: Theodore E. Zorn and Jennifer Scott: Must We Change? The Dark Side of Change and Change Resistance 30: Saku Mantere and Rene Wiedner: Change That Concludes 31: Theories of Organizational Change as Assemblages VII. Reflections 32: Kathleen M. Sutcliffe: From Resistance to Resilience 33: Haridimos Tsoukas: The Performative "Picture": Thinking About Change as if Change Mattered 34: Moshe Farjoun: Dialectical Change Models: An Escher-Inspired Reflection 35: Stanley Deetz: Connecting More Deeply with Life in Organizations 36: Martha S. Feldman: Exogneous and Endogenous Change: Entangled Views