Chapter

16 Organization Change and Development: In Practice and in Theory

Industrial and Organizational Psychology

III. ORGANIZATIONAL PSYCHOLOGY

  1. John R. Austin PhD1,
  2. Jean M. Bartunek PhD2

Published Online: 26 SEP 2012

DOI: 10.1002/9781118133880.hop212016

Handbook of Psychology, Second Edition

Handbook of Psychology, Second Edition

How to Cite

Austin, J. R. and Bartunek, J. M. 2012. Organization Change and Development: In Practice and in Theory. Handbook of Psychology, Second Edition. 12:III:16.

Author Information

  1. 1

    Decision Strategies International, Conshohocken, Pennsylvania, USA

  2. 2

    Boston College, Department of Management and Organization, Chestnut Hills, Massachusetts, USA

Publication History

  1. Published Online: 26 SEP 2012

Abstract

Theoretical knowledge of organization change practice continues to evolve. We categorize current change process theories using Van de Ven and Poole's 1995 four motors of change; dialogic, teleologic, life-cycle, and evolutionary. We then categorize change implementation approaches using four motors of organization development; participation, self-reflection, action research, and narrative. Theoretical development is strong in both change process and change implementation but the two fields continue to remain mostly isolated from each other. While this academic/practitioner divide has been commented on by many writers since our 2003 chapter, we see reasons to be optimistic that new avenues of integration between practice and theory are emerging.

Keywords:

  • organization development;
  • organization change