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Reshaping Change: A Processual Perspective de Patrick Dawson

Reshaping Change: A Processual Perspective: Routledge Studies in Organizational Change & Development

Autor Patrick Dawson
en Limba Engleză Hardback – 10 iun 2019
This book views change as an ongoing process that should not be solidified or treated as a series of linear events. In drawing on data collected from over 40 years of research, it highlights the theoretical and practical value of using a processual perspective. Illustrative examples from a range of organizations including: Micro-X, General Motors, Pirelli Cables, BHP Billiton, Royal Dutch Shell, British Rail, British Aerospace, Hewlett Packard, Laubman and Pank and the CSIRO make the approach understandable and accessible to both researchers and practitioners.
In a theoretical exploration of temporal context, sociomaterial relations and power-political processes the dynamics of changing organizations is brought to the fore and the implication for reshaping change examined. On the practice of engaging in longitudinal research, study design, data collection and processual analysis, as well as the write-up and dissemination of findings, are all considered. This is an innovative and highly practical research monograph that captures the truly complex processes of changing organizations and illustrates how these are best understood from a processual perspective.
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Specificații

ISBN-13: 9781138574687
ISBN-10: 1138574686
Pagini: 298
Dimensiuni: 152 x 229 x 18 mm
Greutate: 0.54 kg
Ediția:2nd edition
Editura: Taylor & Francis
Colecția Routledge
Seria Routledge Studies in Organizational Change & Development

Locul publicării:Oxford, United Kingdom

Public țintă

Postgraduate and Undergraduate

Cuprins

List of Figures and Tables
Acknowledgments
  1. IntroductionIntroduction
    The case for adopting a processual approach
    The temporal dynamics of changing organizations
    Grounding a processual perspective in empirical research
    Main aims of the book
  2. The Development of the Processual Perspective and the Process Turn in Organization StudiesIntroduction
    Laying the foundations: The importance of context and process
    Pettigrew’s contribution to the processual-contextualist approach
    The process turn in organization studies
    Empirically grounded processual research and process philosophy: Issues and challenges
    Developing a typology of process research in fieldwork studies
    Processes of narrative change: Stories, sensemaking and dialogue
    Processes of temporal change: Time, temporality and practice
    Conclusion
  3. A Processual Framework: The Non-linear Dynamic Processes of Organizational ChangeIntroduction
    Studying change over time: Analytical distinctions and conceptual considerations
    Type of organizational change
    The before, during and after of organizational change: ‘Catching reality in flight’ through conventional timeframes
    The importance of multiple times and multiple temporalities
    Doing processual research: Approach, commitment and methods
    Digging in the field: The committed researcher
    Longitudinal research designs in collecting processual data
    The processual framework reappraised and developed
    Temporal context
    Beyond contextual boundaries
    Culture and history
    Sensemaking and sensegiving
    Time and temporality
    Stories and narratives for understanding change
    Power-political processes
    Sociomaterial relations
    Assemblages and entanglement: Some early debates
    The concept of sociomateriality reappraised
    Conclusion
  4. Miners’ Stories and the Power-Political Processes of Contested ChangeIntroduction
    The power of stories, storytellers and storying
    The power-political process of contested change at Glenrothes colliery
    Stories and the storying process in changing organizations
    Retrospective stories and prospective storying
    Temporal sensemaking and change: It’s ‘us’ against ‘them’
    Attribution of blame in making sense of performance
    Review and appeal: The power of stories to resist and steer change
    Conclusion
  5. Temporal Context and Non-linear Change at General MotorsIntroduction
    Context, time and temporality in the study of changing organizations
    Moving context beyond business considerations dominant in mainstream change management models
    Alternative conceptions of time and the concept of temporal context
    Temporal context: The illustrative example of General Motors
    The historical context of General Motors Holden
    Data gathering and the concern with data triangulation
    Stories in temporal context: Narrative in the making and processes in the shaping
    Temporal context and depth of contextual knowledge
    Temporal context and the sociomaterial dynamics of cell design
    Temporal context and power-political process
    Conclusion
  6. Sociomaterial Relations in the Emergence and Growth of Micro-XIntroduction
    Ongoing change and sociomateriality at Micro-X
    The concept of sociomateriality and the importance of time
    Micro-X: A high-tech start-up company based in Adelaide
    The birth of a business: From idea generation to marketing and product emergence
    Finding a partner organization for distribution and sales
    Securing finance and building networks
    Prototypes, reliability testing and the core technology
    Establishing a Micro-X facility in South Australia: From design to manufacture
    Drawing on the experience of ex-Holden employees
    Quality supply and manufacture
    Strategy, collaboration and innovation
    Conclusion: Sociomaterial relations and the Micro-X story
  7. The Design of Longitudinal Case Study Research and the Importance of Process and Time 7. The Design of Longitudinal Case Study Research And The Importance Of Process And Time
    Introduction
    Time and temporality in processual research and the ethnographic case study
    Process ontology and debates on temporality and change
    Temporal practices and temporal awareness in researching workplace change
    A facilitating framework for accommodating time and temporality in extended case study research
    The design and practice of longitudinal research
    Longitudinal design and processual research: Practical constraints and contextual opportunities
    Conclusion
  8. Conducting Processual Fieldwork: Data Collection and AnalysisIntroduction
    Tacit knowledge: There is no substitute for dirty hands
    Doing it: Processual research and the task of data collection
    Observational methods
    The use of interviews
    Combining observation and in-depth interviewing
    Other data collection techniques and supplementary methods
    Processual analysis: The long vigil
    The essential needs of processual analysis
    The need for contextual richness in accommodating conflicting data
    Conclusion
  9. Disseminating Processual Research: Audience and StorytellerIntroduction
    Stories and storytelling
    The anecdotal story as a recipe for success: The popular management literature
    Stories and storytelling in academic study
    The processual case study in written form
    The question of higher levels of output and the constraints of research group pressures
    The case study and the audience: A typology
    Content and style of the case material
    The currency of publications: Challenges, opportunities and constraints
    Conclusion
  10. Conclusion
Introduction
Practical dimensions of processual research
Concluding comments on developments in the processual approach
Appendix I: Some Examples of Interview Schedules and a Supervisor’s Questionnaire
Introduction
Supervisor’s interview schedule
Yard staff interview schedule
Supervisor’s questionnaire
Appendix II: An Example of a Processual Case Study Write-up for Company Agreement on Publishable Material
Introduction
The company write-up: Total quality management at Laubman and Pank
Introduction
Research strategy and methods
Laubman and Pank
Quality management at Laubman and Pank
Senior management assessment of service excellence
Laboratory manufacturing and service excellence
Service excellence and competitive optometric practice
Conclusion: TQM in the Laubman and Pank Group
Conclusion
Appendix III: An Example of a Processual Case Study Used for Teaching Purposes
Introduction
Guidelines for case study tutorials
A recommended approach
The British Rail case study: Learning from the past?
The computerisation of freight operations control
The implementation problem
The ‘task force’ approach
Creating a culture of change
Technological change and organizational innovation
Case study questions
Conclusion
Bibliography
Index

Notă biografică

Patrick Dawson is a Professor of Change, Creativity and Innovation at the University of Adelaide, Professor of Organizational Change at the University of Northumbria, and an Emeritus Professor of Management at the University of Aberdeen.

Descriere

Reshaping Change: A Processual Perspective captures the truly complex processes of changing organizations and illustrates how these are best understood from a processual perspective.