Volume 31 of Research in Organizational Change and Development addresses emerging issues, challenges and opportunities while advancing new insights to practice and theoretical development.
Volume 31 of Research in Organizational Change and Development addresses emerging issues, challenges and opportunities while advancing new insights to practice and theoretical development.
Contributions are devoted to a few timely concerns and emerging organizational challenges. The role that Organizational Development (OD) can play in helping organizations integrate Artificial Intelligence (AI) and Digital Technology while focusing on issues of design, planned change roadmaps, and collaboration and change methodologies are explored. Two of the chapters magnify the role that action research methodology plays in the infusion of AI literacy in a business school and in enhancing inter-organizational collaboration in the public health sector. Several chapters address the role that OD can play in the development of new capabilities such as ambidexterity, the moral purpose of the OD profession, and a scholar-practitioner system-based integrated organization development consulting model. One chapter focuses on group dynamics and advancing a sociological perspective that is embedded in a habitus change orientation.
The volume concludes with a contribution that builds on the legacy of Ed Schein, where the authors identify trajectories of broad areas for future exploration and development of the field.
Chapter
1. Intelligent OD: Organization Development in the Age of AI;
William A. Pasmore
Chapter
2. Critical AI Literacy Development in Business Schools: An
Interiority-Infused Action Research Framework for Collective Empowerment;
Kisito F. Nzembayie
Chapter
3. Socio-Technical Organization Design in the Digital Era: A
Collaborative Exploration; Susan Albers Mohrman and Christopher G. Worley
Chapter
4. Unpacking Inter-Organizational Collaboration in Associative
Sectors: Insights from Action Research; Chiara Corvino, Federica Morandi,
Benedetta Colaiacovo, and Mara Gorli
Chapter
5. The Real is Relational: A Sociological Perspective to Group
Dynamic and Personal Behavior- Habitus Oriented Approach; Baruch Shimoni
Chapter
6. The Roots of Ambidexterity and Change: An Exploratory Case Study
of Subjective Values and Decisions in an Executive Team; Mikael Hansson,
Johanna E. Pregmark, and Tobias Fredberg
Chapter
7. Toward an Integrated Organization Development Consulting Model;
Matt Minahan and Yabon Gilpin-Jackson
Chapter
8. Exploring Ed Scheins Legacy and Enduring Influence to Inform the
Future; David Coghlan, Jean Bartunek, Jill W. Paine, Abraham B. (Rami) Shani,
Baruch Shimoni, and Ilene C. Wasserman
Abraham B. (Rami) Shani is Professor Emeritus at the Orfalea College of Business, California Polytechnic State University, San Luis Obispo, California, USA.
Debra A. Noumair is Professor of Psychology and Education and Founder and Director of the Executive Masters Program in Change Leadership, Department of Organization and Leadership, Teachers College, Columbia University, USA.
Danielle P. Zandee is Professor of Sustainable Organizational Development, Nyenrode Business University, The Netherlands.
David Coghlan is Professor Emeritus at the Trinity Business School, University of Dublin, Dublin, Ireland.
