Organizational Change
A Conceptual Framework to Advance the Evidence Base
Bibliographic Data
| ID | 2168476 |
|---|---|
| Authors | Thomas Packard (0000-0002-3277-4575, San Diego State University) |
| Year | 2013 |
| Volume | 23 |
| Issue | 1 |
| Pages | 75-90 |
| Publication date | 2013-01-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Human Behavior in the Social Environment (JOURNAL) |
| Journal identifiers | ISSN: 1091-1359 • E-ISSN: 1540-3556 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/10911359.2013.739534 |
| OpenAlex | W2051357611 |
| Language | EN |
| Citations received | 4 |
| References cited | 72 |
There is a vast literature on organizational change, but much of it has a weak evidence base, often using only case studies or axioms based on authors' experiences. Quantitative studies are less common and typically address a limited number of variables. Implementation science research is more advanced but typically addresses only program-level change. This paper presents a comprehensive framework of relevant variables and perspectives from which to view organizational change and offers a research agenda, with particular attention to preconditions for change (e.g., change capacity) and organizational change tactics, and their relationships with change outcomes—promising areas for research
Axiom · Business · Change management (ITSM · Economics · Knowledge management · Management science · Organization development · Organizational change · Organizational studies · Political science · Public relations · Complex Systems and Decision Making · Computer Science · Evaluation and Performance Assessment · Health Policy Implementation Science · Marketing
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| Unique citing works | 4 |
|---|---|
| Citations per year | 0,33 |
| Citation span | 2014 - 2021 (8) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 4 |