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Using a Design Approach to Assist Large-Scale Organizational Change
14 references·9 citing·46 second hop
Using a Design Approach to Assist Large-Scale Organizational Change (2007)Using a Design Approach to Assist Large-S…On Managing as Designing (2011)On Managing as DesigningToward More User-Centric OD (2007)Toward More User-Centric ODDesign Science and Organization Development Interventions (2007)Design Science and Organizati…Construction Principles and Design Rules in the Case of Circular Design (2006)Construction Principles and D…Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules (2004)Management Research Based on …DOING RESEARCH THAT IS USEFUL TO PRACTICE A MODEL AND EMPIRICAL EXPLORATION. (2001)DOING RESEARCH THAT IS USEFUL…Across the Great Divide: Knowledge Creation and Transfer Between Practitioners and Academics (2001)Across the Great Divide: Know…Strategies for Cultural Change (1994)Strategies for Cultural ChangeDiscontinuous Change: Leading Organizational Transformation (1994)Discontinuous Change: Leading…Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model (1988)Transformational and Coercive…The Impact of Organizational Culture on Approaches to Organizational Problem-Solving (1984)The Impact of Organizational …Leadership: The Management of Meaning (1982)Leadership: The Management of…Variations in Value Orientations. (1961)Variations in Value Orientati…Variations in Value Orientations (1961)Variations in Value Orientati…Service design activities in health services: A systematic literature review based on ecosystem perspective and transformative approach (2023)Service design activities in …Mixing Oil with Water: How to Effectively Teach Design Science in Management Education? (2020)Mixing Oil with Water: How to…Design Research in Innovation Management: a pragmatic and human‐centered approach (2020)Design Research in Innovation…The socio-materiality of designing organizational change (2014)The socio-materiality of desi…Understanding participation and power within collaborative processes: Jointly involving staff and citizens in changing public services (2012)Understanding participation a…Team Coaching (2012)Team CoachingWhat a Design Approach Offers to Organization Development (2007)What a Design Approach Offers…Practical Methods for Extracting Explicit Design Rules Grounded in the Experience of Organizational Managers (2007)Practical Methods for Extract…Having Relevance and Impact (2007)Having Relevance and ImpactNaturalistic inquiry (1985)Basics of Qualitative Research: Grounded Theory Procedures and Techniques. (1992)Organizational Learning: A Theory of Action Perspective (1997)That’s Relevant! Different Forms of Practical Relevance in Management Science (2010)Bridging the Research–Practice Gap (2012)The promise and perversity of perspective-taking in organizations (2015)New Patterns of Management. (1962)The Ownership of Enterprise (2000)An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why* (2003)A Chemistry of Organization: Combinatory Analysis and Design (2008)Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning (2008)Reinventing the future: adding design science to the repertoire of organization and management studies (2009)The Social Construction of Reality (1967)The Social Psychology of Organizations. (1979)Ambiguity as strategy in organizational communication (1984)Research in Organizational Behavior. (1986)A Qualitative Investigation of Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive Suite (2003)On the meaning of work: A theoretical integration and review (2010)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Knowledge for Theory and Practice (2006)Developing Design Propositions through Research Synthesis (2008)Diffusion of Innovations 1 (2019)Participation and Democratic Theory (1970)Organizational Learning (1985)Organizational culture and leadership (1993)Politics and Organizational Change: The Lived Experience (1999)DOWNSIZING IN PRIVATIZED FIRMS IN RUSSIA, UKRAINE, AND BELARUS. (2000)Beneath and Beyond Organizational Change Management: Exploring Alternatives (2003)The Structure of Scientific Revolutions (1963)Building Theories from Case Study Research (1989)Management Research as a Design Science: Articulating the Research Products of Mode 2 Knowledge Production in Management (2005)The Anatomy of a Design Theory (2007)Bridging Practice and Theory: A Design Science Approach (2009)The Interpretation of Cultures (2017)"Come, Join Our Family": Discipline and Integration in Corporate Organizational Culture (1999)Implementing a Customer Orientation: Extension of Theory and Application (2003)Organizational Culture and Innovation in Nonprofit Human Service Organizations (2005)Culture in Action: Symbols and Strategies (1986)Individualism and collectivism: Cross-cultural perspectives on self-ingroup relationships. (1988)A Theory of Cultural Values and Some Implications for Work (1999)Understanding the Influence of National Culture on the Development of Trust (1998)Guidelines on multicultural education, training, research, practice, and organizational change for Psychologists. (2003)Organizing for Mindfulness (2006)Designing routines: On the folly of designing artifacts, while hoping for patterns of action (2008)Computing in Everyday Life: A Call for Research on Experiential Computing1 (2010)
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References

  • 1961Variations in Value Orientations.2,816 cited
  • 1982Leadership: The Management of Meaning1,514 cited
  • 1961Variations in Value Orientations1,508 cited
  • 2001Across the Great Divide: Knowledge Creation and Transfer Between Practitioners and Academics926 cited
  • 2004Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules866 cited
  • 2011On Managing as Designing360 cited
  • 2001DOING RESEARCH THAT IS USEFUL TO PRACTICE A MODEL AND EMPIRICAL EXPLORATION.355 cited
  • 1994Strategies for Cultural Change345 cited
  • 1988Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model277 cited
  • 2006Construction Principles and Design Rules in the Case of Circular Design248 cited
  • 1994Discontinuous Change: Leading Organizational Transformation223 cited
  • 1984The Impact of Organizational Culture on Approaches to Organizational Problem-Solving215 cited
  • 2007Toward More User-Centric OD166 cited
  • 2007Design Science and Organization Development Interventions157 cited

Cited by

  • 2007Practical Methods for Extracting Explicit Design Rules Grounded in the Experience of Organizational Managers

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55 cited
  • 2007Having Relevance and Impact40 cited
  • 2020Design Research in Innovation Management: a pragmatic and human‐centered approach32 cited
  • 2007What a Design Approach Offers to Organization Development30 cited
  • 2020Mixing Oil with Water: How to Effectively Teach Design Science in Management Education?19 cited
  • 2014The socio-materiality of designing organizational change17 cited
  • 2023Service design activities in health services: A systematic literature review based on ecosystem perspective and transformative approach9 cited
  • 2012Understanding participation and power within collaborative processes: Jointly involving staff and citizens in changing public services6 cited
  • 2012Team Coaching3 cited