Abstract
Guest Editors:
Gavin Schwarz (UNSW Business School)
Dave Bouckenooghe (Goodman School of Business, Brock University)
Maria Vakola (Athens University of Economics and Business)
The goal of the special issue is to enhance knowledge and advance theory regarding the processes and mechanisms that underlie the emergence of organizational change failure by combining insights from psychology, sociology, complexity sciences and institutional perspectives.
We welcome both quantitative and qualitative studies, and especially seek research that relies on multiple sources of data, incorporates multiple levels of analyses, uses multiple methods, and is longitudinal by design.
Some research themes and questions of potential interest include but are not limited to:
- Attitudes to change failure
- Antecedents, outcomes, and underlying beliefs in change failure
- Accepting or rejecting change failure
- The role of change in dealing with failure
- Coping with (and strategies for) change failure
- Trust and change failure
- Job satisfaction, motivation, and belief and change failure
- Failing and individual and group responses
- Collective behavior from change failure
- Reasoning about change failure (beyond groupthink, Abilene paradox etc.)
- Cognitive and interpretative features of change failure
- Sensemaking or meaning-making from change failure
- Social action and values associated with change failure
- Impact of failure to change on organizational change and change commitment
- Decision-making errors that lead to organizational change failure within uncertain environments
- Normalization of change failure.
http://www.tavinstitute.org/humanrelations/special_issues/ChangeFailure.html