1,804
Views
32
CrossRef citations to date
0
Altmetric
Original Articles

Showcasing phenomenon-driven research on organizational change

&

References

  • Alpaslan, C. M., Babb, M., Green, S. E., & Mitroff, I. I. (2006). Inquiry on inquiry scientific inquiry as a reflective process. Journal of Management Inquiry, 15(1), 7–16. doi: 10.1177/1056492605285799
  • Alvesson, M., & Gabriel, Y. (2013). Beyond formulaic research: In praise of greater diversity in organizational research and publications. Academy of Management Learning & Education, 12(2), 245–263. doi: 10.5465/amle.2012.0327
  • Apel, J. (2011). On the meaning and the epistemological relevance of the notion of a scientific phenomenon. Synthese, 182(1), 23–38. doi:10.1007/s11229-009-9620-y
  • Arino, A., LeBaron, C., & Milliken, F. J. (2016). Publishing qualitative research in academy of management discoveries. Academy of Management Discoveries, 2(2), 109–113. doi: 10.5465/amd.2016.0034
  • Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127–142. doi:10.1080/14697010902879079
  • Bamberger, P., & Ang, S. (2016). The quantitative discovery: What is it and how to get it published. Academy of Management Discoveries, 2(1), 1–6. doi:10.5465/amd.2015.0060
  • Barley, S. R. (2015). Why the Internet makes buying a car less loathsome: How technologies change role relations. Academy of Management Discoveries, 1(1), 5–35. doi: 10.5465/amd.2013.0016
  • Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.
  • Bartunek, J. M., & Rynes, S. L. (2010). The construction and contributions of “implications for practice”: What’s in them and what might they offer? Academy of Management Learning & Education, 9(1), 100–117. doi: 10.5465/AMLE.2010.48661194
  • Bedeian, A. G., Taylor, S. G., & Miller, A. N. (2010). Management science on the credibility bubble: Cardinal sins and various misdemeanors. Academy of Management Learning & Education, 9(4), 715–725. doi: 10.5465/AMLE.2010.56659889
  • Birkinshaw, J., Crilly, D., Bouquet, C., & Lee, S. Y. (2016). How do firms manage strategic dualities? A process perspective. Academy of Management Discoveries, 2(1), 51–78. doi: 10.5465/amd.2014.0123
  • Bromiley, P., & Rau, D. (2016). Missing the point of the practice-based view. Strategic Organization, 14, 270–274. doi:10.1177/1476127016645840
  • Burke, W. W. (2010). Organization change: Theory and practice (3rd ed.). Thousand Oaks, CA: Sage.
  • Canato, A., Ravasi, D., & Phillips, N. (2013). Coerced practice implementation in cases of low cultural fit: Cultural change and practice adaptation during the implementation of six Sigma at 3M. Academy of Management Journal, 56(6), 1724–1753. doi: 10.5465/amj.2011.0093
  • Chesley, J., & Wylson, A. (2016). Ambiguity: The emerging impact of mindfulness for change leaders. Journal of Change Management. doi:10.1080/14697017.2016.1230334
  • Chia, R., & Holt, R. (2008). The nature of knowledge in business schools. Academy of Management Learning & Education, 7(4), 471–486. doi:10.5465/amle.2008.35882188
  • Chiaburu, D. S. (2016). Analytics: A catalyst for stagnant science? Journal of Management Inquiry, 25(1), 111–115. doi:10.1177/1056492615601342
  • Christensen, C. (2013). The innovator's dilemma: When new technologies cause great firms to fail. Harvard, MA: Harvard Business Review Press.
  • Cloutier, C. (2016). How I write: An inquiry into the writing practices of academics. Journal of Management Inquiry, 25(1), 69–84. doi:10.1177/1056492615585875
  • Colombo, M. G., Franzoni, C., & Rossi-Lamastra, C. (2015). Internal social capital and the attraction of early contributions in crowdfunding. Entrepreneurship Theory and Practice, 39(1), 75–100. doi: 10.1111/etap.12118
  • Corley, K. G., & Gioia, D. A. (2011). Building theory about theory building: What constitutes a theoretical contribution? Academy of Management Review, 36(1), 12–32. doi: 10.5465/amr.2009.0486
  • Daft, R. L., & Lewin, A. Y. (1990). Can organization studies begin to break out of the normal science straightjacket? An editorial essay. Organization Science, 1(1), 1–9. doi:10.1287/orsc.1.1.1
  • Delmestri, G., & Greenwood, R. (2016). How Cinderella became a queen theorizing radical status change. Administrative Science Quarterly. doi:10.1177/0001839216644253
  • Greiner, L. E., & Cummings, T. G. (2004). Wanted OD more alive than dead! The Journal of Applied Behavioral Science, 40(4), 374–391. doi: 10.1177/0021886304270284
  • Hambrick, D. C. (2007). The field of management’s devotion to theory: Too much of a good thing? Academy of Management Journal, 50(6), 1346–1352. doi: 10.5465/AMJ.2007.28166119
  • Hannan, M. T., & Freeman, J. (1977). Population ecology of organizations. American Journal of Sociology, 82(5), 929–964. doi:10.1086/226424
  • Hatch, M. J., Schultz, M., & Skov, A.-M. (2015). Organizational identity and culture in the context of managed change: Transformation in the Carlsberg group, 2009–2013. Academy of Management Discoveries, 1(1), 58–90. doi: 10.5465/amd.2013.0020
  • Hodgkinson, G. P., & Starkey, K. (2011). Not simply returning to the same answer over and over again: Reframing relevance. British Journal of Management, 22(3), 355–369. doi: 10.1111/j.1467-8551.2011.00757.x
  • Kahneman, D. (2011). Thinking, fast and slow (1st ed.). New York, NY: Farrar, Straus and Giroux.
  • Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76–84, 156.
  • Krippendorff, K. (2004). Content analysis: An introduction to its methodology. Thousand Oaks, CA: Sage.
  • von Krogh, G., Rossi-Lamastra, C., & Haefliger, S. (2012). Phenomenon-based research in management and organisation science: When is it rigorous and does it matter? Long Range Planning, 45(4), 277–298. doi:10.1016/j.lrp.2012.05.001
  • Lakatos, I., & Musgrave, A. (1970). Criticism and the growth of knowledge. Cambridge: Cambridge University Press.
  • Lawrence, P. R. (1992). The challenge of problem-oriented research. Journal of Management Inquiry, 1(2), 139–142. doi: 10.1177/105649269212007
  • Learmonth, M., Lockett, A., & Dowd, K. (2012). Promoting scholarship that matters: The uselessness of useful research and the usefulness of useless research. British Journal of Management, 23(1), 35–44. doi:10.1111/j.1467-8551.2011.00754.x
  • McKelvey, B. (1997). Quasi-natural organization science. Organization Science, 8(4), 351–380. doi: 10.1287/orsc.8.4.351
  • Merton, R. K. (1987). Three fragments from a sociologist’s notebooks: Establishing the phenomenon, specified ignorance, and strategic research materials. Annual Review of Sociology, 13(1), 1–29. doi: 10.1146/annurev.so.13.080187.000245
  • Miller, A. N., Taylor, S. G., & Bedeian, A. G. (2011). Publish or perish: Academic life as management faculty live it. Career Development International, 16(5), 422–445. doi: 10.1108/13620431111167751
  • Miller, D. (2007). Paradigm prison, or in praise of atheoretic research. Strategic Organization, 5(2), 177–184. doi:10.1177/147127007077558
  • Miller, D., Greenwood, R., & Prakash, R. (2009). What happened to organization theory? Journal of Management Inquiry, 18(4), 273–279. doi:10.1177/1056492609344672
  • Mintzberg, H. (1979). The structuring of organizations: A synthesis of the research. Upper Saddle River, NJ: Prentice Hall.
  • Mohrman, S. A., & Lawler, E. E. (2012). Generating knowledge that drives change. The Academy of Management Perspectives, 26(1), 41–51. doi: 10.5465/amp.2011.0141
  • Oswick, C., Fleming, P., & Hanlon, G. (2011). From borrowing to blending: Rethinking the processes of organizational theory building. Academy of Management Review, 36(2), 318–337.
  • Pillutla, M. M., & Thau, S. (2013). Organizational sciences’ obsession with “that’s interesting!”: Consequences and an alternative. Organizational Psychology Review, 3(2), 187–194. doi:10.1177/2041386613479963
  • Rockmann, K. W., & Pratt, M. G. (2015). Contagious offsite work and the lonely office: The unintended consequences of distributed work. Academy of Management Discoveries, 1(2), 150–164. doi: 10.5465/amd.2014.0016
  • Roethlisberger, F. J., & Dickson, W. J. (1939). Management and the worker. Cambridge, MA: Harvard University Press.
  • Rynes, S. L., Bartunek, J. M., & Daft, R. L. (2001). Across the great divide: Knowledge creation and transfer between practitioners and academics. Academy of Management Journal, 44(2), 340–355. doi:10.2307/3069460
  • Schoeneborn, D. (2013). The pervasive power of PowerPoint: How a genre of professional communication permeates organizational communication. Organization Studies, 34(12), 1777–1801. doi:10.1177/0170840613485843
  • Schumacher, T., & Scherzinger, M. (2016). Systemic in-house consulting – An answer to building change capacities in complex organizations? Journal of Change Management. doi:10.1080/14697017.2016.1230932
  • Schwarz, G. M. (2012). Shaking fruit out of the tree: Temporal effects and life cycle in organizational change research. Journal of Applied Behavioral Science, 48(3), 342–379. doi:10.1177/0021886312439098
  • Schwarz, G. M., & Stensaker, I. (2014a). Time to take off the theoretical Straightjacket and (Re-)Introduce phenomenon-driven research. The Journal of Applied Behavioral Science, 50(4), 478–501. doi:10.1177/0021886314549919
  • Schwarz, G. M., & Stensaker, I. G. (2014b). Progress in evidence: You can’t always get what you want. The Journal of Applied Behavioral Science, 50(1), 34–39. doi:10.1177/0021886313515611
  • Simon, H. A. (1967). The business school: A problem in organizational design. Journal of Management Studies, 4(1), 1–16. doi:10.1111/j.1467-6486.1967.tb00569.x
  • Starbuck, W. H. (2006). The production of knowledge: The challenge of social science research. Oxford: Oxford University Press.
  • Starbuck, W. H. (2009). Perspective-cognitive reactions to rare events: Perceptions, uncertainty, and learning. Organization Science, 20(5), 925–937. doi: 10.1287/orsc.1090.0440
  • Taylor, F. W. (1915). The principles of scientific management. London: Harper.
  • Thomas, J., Stella, G., & Teresa, R. (2016). Deciphering value discourse's role in explaining the persistent perception of change failure. Journal of Change Management. doi:10.1080/14697017.2016.1230335
  • Toffler, A. (1970). Future shock. New York, NY: Random House.
  • Tsui, A. S. (2013). The spirit of science and socially responsible scholarship. Management and Organization Review, 9(3), 375–394. doi: 10.1111/more.12035
  • Tuchman, G. (2009). Wannabe U: Inside the corporate university. Chicago, IL: The University of Chicago Press.
  • Van de Ven, A. H. (2007). Engaged scholarship: A guide for organizational and social research: A guide for organizational and social research. Oxford: Oxford University Press.
  • Van de Ven, A. (2016). Grounding the research phenomenon. Journal of Change Management. doi:10.1080/14697017.2016.1230336
  • Walsh, J. P. (2011). Presidential address: Embracing the sacred in our secular scholarly world. Academy of Management Review, 36(2), 215–234. doi: 10.5465/AMR.2011.59330756
  • Walsh, J. P. (2012). Mie Augier and James G. March: The roots, rituals, and rhetorics of change: North American business schools after the Second World War. Administrative Science Quarterly, 57(3), 522–527. doi: 10.1177/0001839212462530
  • Welch, C. Piekkari, R. Plakoyiannaki, E., & Paavilainen-Mantymaki, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42, 740–762. doi: 10.1057/jibs.2010.55
  • Whitley, R. (2000). The intellectual and social organisation of the sciences (2nd ed.). Oxford: Oxford University Press.
  • Wilhite, A. W., & Fong, E. A. (2012). Coercive citation in academic publishing. Science, 335(6068), 542–543. doi:10.1126/science.1212540
  • Woodman, R. W. (2005). Our legacy and the future. The Journal of Applied Behavioral Science, 41(1), 7–8. doi:10.1177/0021886304272849

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.