Research in Organizational Change and Development, Vol. 15

The chapters in volume 15 of ROCD address a wide array of topics, challenges, and gaps in our knowledge of organizational change. Purser, Bluedorn and Petranker explore the dynamics of time in organizational change, proposing the use of the concept of "flow time." Falkenberg and her colleagues examine the issue of excessive change in organizations, which they define as the simultaneous pursuit of multiple unrelated changes. Real and Poole develop a framework for classifying approaches to conceptualizing and measuring innovation implementation. Roth provides a case description of knowledge creation stemming from a team composed of university, business, and consulting organizations.Ferdig and Ludema examine change via self-organizing processes at the U.S. National Regulatory Commission, the government agency that monitors nuclear reactors. Wischnevsky and Damanpour explore the punctuated equilibrium model of organizational transformation in the banking industry. Golembiewski and his colleagues address the application of organization development across cultures, specifically the use of OD within those cultures where Confucian ideas are prominent. Coghlan and Coughlan report on the CO-IMPROVE project - an action research initiative funded by the European Union. Finally, Yeager, Sorensen and Bengtsson assess the current state-of-the-use of appreciative inquiry in programs of organizational change.

Richard W. Woodman is Anderson Clayton & Co. and Clayton Fund Professor of Management at Texas A & M University, where he teaches organizational behavior, organization development, and research methodology in the Lowry Mays College and Graduate School of Business. He received his B.S. and M.B.A. degrees from Oklahoma State University and his Ph.D. from Purdue University. From 1993-97, he served as department head and he is currently the coordinator of the Ph.D. program in the Department of Management. His research interests focus on organizational change and organizational creativity. His published work can be found in many journals including the Academy of Management Journal, Academy of Management Review, Group & Organization Management, Journal of Applied Behavioral Science, and the Strategic Management Journal, among others. Dr. Woodman is co-editor of the JAI Press annual series, Research in Organizational Change and Development. He is currently on the editorial boards of the Academy of Management Journal, Applied Behavioral Science Review, and the Journal of Organizational Change Management and previously served on the boards of the Academy of Management Review and the Journal of Management. He has also served as national program chair and division chair of the Organization Development and Change division of the Academy of Management. In a previous life, Dr.Woodman was a military intelligence officer in the U.S. Army, worked in both the petroleum and banking industries, and served for several years as vice-president of a financial institution.

Professor Pasmore is a full-time visiting professor of practice at Columbia University Teachers College where he teachers in the Department of Organization & Leadership's doctoral, master's, and executive master's degree programs. He is the author/editor of 25 books, including Research in Organizational Change and Development and Creating Strategic Change. He is currently the editor of the" Journal of Applied Behavioral Science" (JABS). Prior to Columbia, Professor Pasmore taught at Case Western Reserve University and held senior positions with Delta Consulting and the Center for Creative Leadership. He received his undergraduate and doctoral degrees from Purdue University.