ORGANIZATIONAL CHANGE AS AN ORCHESTRATED SOCIAL MOVEMENT: RECRUITMENT TO A CORPORATE QUALITY INITIATIVE

Author(s):  
David Strang ◽  
Dong-Il Jung
2018 ◽  
Vol 2018 (1) ◽  
pp. 12874
Author(s):  
Helen Etchanchu ◽  
Leanne Mara Hedberg ◽  
Forrest Briscoe ◽  
Michael Lounsbury

2018 ◽  
Vol 48 (4) ◽  
pp. 482-509
Author(s):  
Joan Donovan

Taking networked social movements as a fieldsite, I chart how the Occupy Movement transformed as activists turned to building infrastructure as a mode of political participation. Critically, infrastructure is not simply a feature of networked social movements, but forms its core capacities. Integrating insights from militant ethnography with STS research on infrastructure studies, I illustrate how to use these methods to render visible the infrastructure of networked social movements. Because militant research projects and STS scholarship have a dual role of making knowledge about as well as knowledge for participants, examining the epistemological foundations of social movement research requires understanding the researcher’s purpose for participating and, then, operationalizing their knowledge. To illustrate this, I introduce cybercartography, a theory/methods package, for mapping organizational change in order, scale, and scope across networked social movements. As such, cybercartography bridges academic knowledge production with activists’ goals to organize action.


2021 ◽  
Author(s):  
Cara Margherio ◽  
Anna Lee Swan ◽  
Julia Williams ◽  
Elizabeth Litzler ◽  
Eva Andrijcic ◽  
...  

Drawing together organizational change literature and social movement research, we introduce the theoretical concepts of unified voice and group agency as central to the process of team formation.


2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.


2000 ◽  
Vol 45 (6) ◽  
pp. 600-601
Author(s):  
Ronald E. Riggio

Sign in / Sign up

Export Citation Format

Share Document