Handbook of Research Methods in Organizational Change

Edited by David B. Szabla, Associate Professor, Department of Educational Leadership, Research and Technology, Western Michigan University, US, David Coghlan, Professor Emeritus, Trinity Business School, Trinity College Dublin, Ireland, William Pasmore, Professor of Practice, Teachers College, Columbia University and Jennifer Y. Kim, Assistant Professor, Tufts University School of Medicine, Center for the Study of Drug Development, US

‘With their invitation to revitalize how we research change, this edited volume by David Szabla, David Coghlan, Bill Pasmore, and Jennifer Kim challenges all of us to think and rethink a pathway forward on perpetual research method questions (and problems.) As a practical, useful, and timely addition to what we often think we know and what we already do, the volume is just what is needed as the world deals with even more change and turbulence in the current organizational and societal climate. Whether you are a serious scholar, a pragmatic practitioner, or anything in between, the topics raised speak to how our work can engage and lead conversations on researching change and its practice.’

• Contents:PART I INTRODUCTION1 An invitation to revitalize research into organizational change 2William Pasmore and David B. SzablaPART II METHODSFOUNDATIONAL2 Action research as the social science of change and changing 19David Coghlan3 Conducting processual research on organisation change 47Deepak Saxena and Joe McDonagh4 The grounded theory methodology: over fifty years of inquiry! 69John Loonam5 Longitudinal research methods for studying processes of organizational change 88Elaine Rabelo Neiva and Leonardo Fernandes MartinsCONTEMPORARY6 Psychoanalytic and socioanalytic approaches to organizational change research 124Susan Long7 Qualimetric intervention-research as an approach to studyingorganizational change 150Henri Savall, Véronique Zardet, Marc Bonnet, and Anthony F. Buono8 Collaborative management research: theoretical foundations,mechanisms and practices 172Abraham (Rami) B. Shani9 Learning history: engaging multiple perspectives for learning 194Margaret Gearty10 Principles for productive inquiry into ICT-enabled change in organisations 221Joe McDonagh11 Using participatory mixed methods to study “grand challenges”: anillustrative case of diversity, equity, and inclusion change research inorganizations 242Regina Kim and Yunzi (Rae) TanEMERGING12 Conducting phenomenon-driven rapid-response research to exploredisruption and its impact on the minority experience 261Jennifer Y. Kim and Zhida Shang13 Collaborative Developmental Action Inquiry: a new paradigm forleadership and organizational change research 281William R. Torbert and Sofia-Jeanne Caring14 Advancing Strong Structuration Theory in organizational change research 299David B. Szabla and David A. Jarrett15 Design science for organizational change: how design theory uncoversand shapes generativity logics in organizations 327Pascal Le Masson, Agathe Gilain, Armand Hatchuel, Caroline Jobin, MaximeThomas, Chipten Valibhay, and Benoit Weil16 Longitudinal designs, Big Data, and social network analysis inorganization development and change research 355Ramkrishnan (Ram) V. Tenkasi, William (Bart) Brock, and Donna L. Ogle17 X-Ray Vision: a research tool for uncovering system psychodynamicsto advance organization change 397Debra A. Noumair and Jacqueline D. Jenkins18 Applying data science in organizational change research 431Joshua ElmorePART III REFLECTIONS19 Ethical dilemmas in collaborative action research 452Tobias Fredberg and Johanna E. Pregmark20 Reflections on the identity journey of a budding organizational changescholar or insights on constructing a meaningful research path and life 467Julie Bayle-Cordier21 Reflections on guiding doctorates in organizational change 486David Coghlan and Jennifer Y. KimIndex 510