Research in organizational change and development. Vol. 20 [electronic resource] / edited by Abraham B. (Rami) Shani, William A. Pasmore, Richard W. Woodman.

The leadership of organization change : a view from recent empirical evidence / Jeffrey D. Ford, Laurie W. Ford -- A counter intuitive view of the role of the communication medium in leadership and change / Oliver Fischer, Loizos Heracleous -- Action learning as praxis in learning and changing / David Coghlan, Clare Rigg -- Organizational learning : dynamic, integrative : a concept returns, older and wiser / Barry Sugarman -- Driving organizational change through an integrated OD and learning agenda : the finance university case study / Allan H. Church, Brad Haime, Byron Johnson -- An integrative conceptual framework of organizational change : a 'triple helix' model / Gianfranco Rebora, Eliana Minelli -- Without effort there can be no change : reexamining the impact of survey feedback and action planning on employee attitudes / Allan H. Church, Leslie M. Golay, Christopher T. Rotolo, Michael D. Tuller, Amanda C. Shull, Erica I. Desrosiers -- Embedding sustainability : how the field of organization development and change can help companies harness the next big competitive advantage / James D. Ludema, Chris Laszlo, Kevin D. Lynch.

For 25 years Research in Organization Change and Development has provided a special platform for scholars and practitioners to share new research-based insights. Volume 20 continues the tradition of providing insightful and thought provoking chapters. Some papers bring new perspectives to classic issues in the field such as survey feedback, learning and change leadership. Others explore new territories, such as the role of computer mediated communication and its impact on organizational change and development, action learning and the role that it can play in the development of scholar-practitioners, the creation of actionable knowledge about organization development and change, and the role that ODC knowledge can play in assisting organizations to succeed within the new paradigm of sustainable value creation. Together, these chapters make an especially timely and intriguing collection. It represents a unique blend of theory and practice, intervention and research, revisiting traditional practices and introducing emerging new ones, providing multidisciplinary perspectives on current issues in the field and even a proposed new paradigm for organization development and change.