Andrew H Van De Ven
Biographic Data
| ID | 314781 |
|---|---|
| NAME | Andrew H Van De Ven |
| GIVEN NAMES | Andrew H |
| FAMILY NAME | Van De Ven |
| SIGNATURE | VAN DE VEN A H |
| AFFILIATIONS | University of Minnesota |
| VERIFIED | No |
| TOTAL WORKS | 30 |
| TOTAL CITATIONS | 247 |
| AUTHOR COUNT | 27 |
| EDITOR COUNT | 3 |
| FIRST PUBLICATION YEAR | 1971 |
| LATEST PUBLICATION YEAR | 2021 |
| H-INDEX | 5 |
The Oxford Handbook of Organizational Change and Innovation
Organizational change and innovation are central and enduring issues in management theory and practice. The need to understand processes of organization change and innovation has never been greater in order to respond to dramatic changes in population demographics, technology, stakeholder needs, competitive survival, and social, economic, environmental, health, and sustainability concerns. These concerns call for a better understanding of managin…
Being versus becoming ontology of paradox management
Purpose The purpose of this paper is to discuss the theoretical contribution of Li’s (2016) “Yin-Yang balancing” approach of paradox management, as well as its future development to guide paradox management research across the east and west contexts. Design/methodology/approach It begins by recognizing the importance of paradox management research, especially the indigenous epistemological approach as Li (2016) has followed. The authors take “bei…
Organizational Change
This essay defines organization change, reviews the factors that are associated with it, and different theories that explain processes of organizational change.
Innovation
This article provides an overview of research on the causes and consequences of organizational innovativeness, as well as the processes in the development of innovations from concept to implmenetation over time.
Contextualizing creativity and innovation across cultures
Process Studies of Change in Organization and Management
Process studies focus attention on how and why things emerge, develop, grow, or terminate over time. We identify various ontological assumptions underlying process research, explore its methods and challenges, and draw out some of its substantive contributions revealed in this Special Research Forum on Process Studies of Change in Organization and Management. Process studies take time seriously, illuminate the role of tensions and contradictions …
Responding to competing strategic demands
This article develops an empirically grounded process model of how managers in organizations respond to coexisting paradoxical tensions. With a longitudinal real-time study, we examine how a telecommunications firm copes with an organizing paradox between market and regulatory demands and how this paradox influences belonging and performing paradoxes for managers. These paradoxes coevolve over time as managers shift from defensive responses that …
John R. Commons
This article focuses on a review of The Economics of Collective Action. It is logically the first book for understanding Commons's thought, for in it Commons presented a simplified statement of issues that he had argued more fully in The Legal Foundations of Capitalism (1924) and Institutional Economics (1934a). Although complex and difficult to comprehend in a single reading, the work of Commons provides a treasury of suggestions for those who s…
Engaged Scholarship
The relationship between theory and practice, research and action, is fundamental to all fields of applied social science. Should research findings and knowledge be useful for science, practice, and policy? If so, how should such research be designed, carried out and disseminated to achieve the twin goals of rigor and relevance? These challenges are particularly relevant in the applied areas of management and organization studies where there is a…
Organizational diversity, integration and performance
This research examines how integrative methods of open communications, involvement, and conflict resolution in implementing an organizational change initiative moderate the relationship between cognitive diversity among employees and organization performance. In this longitudinal study of 37 medical clinics, we find that the interaction of integrative methods and diversity of models for organizing among employees has a significant positive effect…
Engaged scholarship
Relying on Trust in Cooperative Inter-Organizational Relationships
Knowledge for Theory and Practice
We examine three related ways in which the gap between theory and practice has been framed. One approach views it as a knowledge transfer problem, a second argues that theory and practice represent distinct kinds of knowledge, and a third incorporates a strategy of arbitrage--leading to the view that the gap is a knowledge production problem. We propose a method of engaged scholarship for addressing the knowledge production problem, arguing that …
A Collective Action Model of Institutional Innovation
We introduce a collective action model of institutional innovation. This model, based on converging perspectives from the technology innovation management and social movements literature, views institutional change as a dialectical process in which partisan actors espousing conflicting views confront each other and engage in political behaviors to create and change institutions. The model represents an important complement to existing models of i…
Strategic Change Processes
Alternative Approaches for Studying Organizational Change
Scholars hold different views about whether organizations consist of things or processes and about variance or process methods for conducting research. By combining these two dimensions, we develop a typology of four approaches for studying organizational change. Although the four approaches may be viewed as opposing or competing views, we see them as being complementary. Each approach focuses on different questions and provides a different - but…
Handbook of organizational change and innovation
"The last two decades have been a time of ferment in research on organizational change and innovation. This blossoming of research and theory has been stimulated in large part by concurrent major social changes. Organizations have been growing larger in vertical and virtual connections, merging and acquiring others with colliding cultures, reducing employment and relying on more temporary workers, hiring more technical and professional workers, i…
Explaining Development and Change in Organizations
Developmental Processes of Cooperative Interorganizational Relationships
Suggestions for studying strategy process
This paper makes three suggestions to researchers for studying strategy process. First, define the meaning of process. Process is often used in three ways in the literature: (1) a logic used to explain a causal relationship in a variance theory, (2) a category of concepts that refer to actions of individuals or organizations, and (3) a sequence of events that describe how things change over time. The second suggestion is to clarify the theory of …
Structuring cooperative relationships between organizations
Alliances and similar cooperative efforts are receiving increased attention in the strategic management literature. These relationships differ in significant ways from those governed by markets or hierarchies, and pose very different issues for researchers and managers. In this paper we address alternative forms of governance in cases where multiple organizations repeatedly cooperate. We explore their characteristics and follow this with a discus…
Time, Chance and Organizations
Central Problems in the Management of Innovation
Innovation is defined as the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order. This definition focuses on four basic factors (new ideas, people, transactions, and institutional context). An understanding of how these factors are related leads to four basic problems confronting most general managers: (1) a human problem of managing attention, (2) a process problem …
Coffin Nails and Corporate Strategies. Robert H. Miles , Kim S. Cameron
Perspectives on organization design and behavior
Determinants of Coordination Modes within Organizations
This paper classifies alternative mechanisms for coordinating work activities within organizations into impersonal, personal and group modes. It investigates how variations and interactions in the use of these coordination mechanisms and modes are explained by task uncertainty, interdependence and unit size. Nine hypotheses that relate these three determining factors to the use of the three coordination modes are developed in order to test some k…
Alternative Approaches for Studying Organizational Change
Scholars hold different views about whether organizations consist of things or processes and about variance or process methods for conducting research. By combining these two dimensions, we develop a typology of four approaches for studying organizational change. Although the four approaches may be viewed as opposing or competing views, we see them as being complementary. Each approach focuses on different questions and provides a different - but…
The nominal group as a research instrument for exploratory health studies
The nominal group as a research instrument for exploratory health studies. A H Van de Ven, and A L DelbecqCopyRight https://doi.org/10.2105/AJPH.62.3.337 Published Online: October 07, 2011
Coordination Patterns Within an Interorganizational Network
This research examines and compares patterns of coordination among clusters of organizations which are all members of a larger network of human service agencies. The blockmodeling procedure developed by Breiger et al. was used to analyze the data collected, and three tightly connected clusters of agencies werefound to exist in the network. By evaluating the reasons why organizations reported being involved with others, it was found that the three…
Organizational diversity, integration and performance
This research examines how integrative methods of open communications, involvement, and conflict resolution in implementing an organizational change initiative moderate the relationship between cognitive diversity among employees and organization performance. In this longitudinal study of 37 medical clinics, we find that the interaction of integrative methods and diversity of models for organizing among employees has a significant positive effect…
Being versus becoming ontology of paradox management
Purpose The purpose of this paper is to discuss the theoretical contribution of Li’s (2016) “Yin-Yang balancing” approach of paradox management, as well as its future development to guide paradox management research across the east and west contexts. Design/methodology/approach It begins by recognizing the importance of paradox management research, especially the indigenous epistemological approach as Li (2016) has followed. The authors take “bei…
A Group Process Model for Problem Identification and Program Planning
This article sets forth a group process approach useful for practicing administrators charged with a program development task. More specifically, meeting formats are suggested for involving the following critical reference groups in successive phases of program development: (1) clients (consumers or users) and first-line staff, in problem exploration; (2) external resource people and internal specialists, in knowledge exploration; (3) key adminis…
The nominal group as a research instrument for exploratory health studies
The nominal group as a research instrument for exploratory health studies. A H Van de Ven, and A L DelbecqCopyRight https://doi.org/10.2105/AJPH.62.3.337 Published Online: October 07, 2011
Determinants of Coordination Modes within Organizations
This paper classifies alternative mechanisms for coordinating work activities within organizations into impersonal, personal and group modes. It investigates how variations and interactions in the use of these coordination mechanisms and modes are explained by task uncertainty, interdependence and unit size. Nine hypotheses that relate these three determining factors to the use of the three coordination modes are developed in order to test some k…
Experimenting with Organizational Life
Coordination Patterns Within an Interorganizational Network
This research examines and compares patterns of coordination among clusters of organizations which are all members of a larger network of human service agencies. The blockmodeling procedure developed by Breiger et al. was used to analyze the data collected, and three tightly connected clusters of agencies werefound to exist in the network. By evaluating the reasons why organizations reported being involved with others, it was found that the three…
Perspectives on organization design and behavior
Coffin Nails and Corporate Strategies. Robert H. Miles , Kim S. Cameron
Central Problems in the Management of Innovation
Innovation is defined as the development and implementation of new ideas by people who over time engage in transactions with others within an institutional order. This definition focuses on four basic factors (new ideas, people, transactions, and institutional context). An understanding of how these factors are related leads to four basic problems confronting most general managers: (1) a human problem of managing attention, (2) a process problem …
Time, Chance and Organizations
Suggestions for studying strategy process
This paper makes three suggestions to researchers for studying strategy process. First, define the meaning of process. Process is often used in three ways in the literature: (1) a logic used to explain a causal relationship in a variance theory, (2) a category of concepts that refer to actions of individuals or organizations, and (3) a sequence of events that describe how things change over time. The second suggestion is to clarify the theory of …
Structuring cooperative relationships between organizations
Alliances and similar cooperative efforts are receiving increased attention in the strategic management literature. These relationships differ in significant ways from those governed by markets or hierarchies, and pose very different issues for researchers and managers. In this paper we address alternative forms of governance in cases where multiple organizations repeatedly cooperate. We explore their characteristics and follow this with a discus…
Developmental Processes of Cooperative Interorganizational Relationships
Explaining Development and Change in Organizations
Handbook of organizational change and innovation
"The last two decades have been a time of ferment in research on organizational change and innovation. This blossoming of research and theory has been stimulated in large part by concurrent major social changes. Organizations have been growing larger in vertical and virtual connections, merging and acquiring others with colliding cultures, reducing employment and relying on more temporary workers, hiring more technical and professional workers, i…
Alternative Approaches for Studying Organizational Change
Scholars hold different views about whether organizations consist of things or processes and about variance or process methods for conducting research. By combining these two dimensions, we develop a typology of four approaches for studying organizational change. Although the four approaches may be viewed as opposing or competing views, we see them as being complementary. Each approach focuses on different questions and provides a different - but…
Relying on Trust in Cooperative Inter-Organizational Relationships
Knowledge for Theory and Practice
We examine three related ways in which the gap between theory and practice has been framed. One approach views it as a knowledge transfer problem, a second argues that theory and practice represent distinct kinds of knowledge, and a third incorporates a strategy of arbitrage--leading to the view that the gap is a knowledge production problem. We propose a method of engaged scholarship for addressing the knowledge production problem, arguing that …
A Collective Action Model of Institutional Innovation
We introduce a collective action model of institutional innovation. This model, based on converging perspectives from the technology innovation management and social movements literature, views institutional change as a dialectical process in which partisan actors espousing conflicting views confront each other and engage in political behaviors to create and change institutions. The model represents an important complement to existing models of i…
Strategic Change Processes
Engaged Scholarship
The relationship between theory and practice, research and action, is fundamental to all fields of applied social science. Should research findings and knowledge be useful for science, practice, and policy? If so, how should such research be designed, carried out and disseminated to achieve the twin goals of rigor and relevance? These challenges are particularly relevant in the applied areas of management and organization studies where there is a…
Organizational diversity, integration and performance
This research examines how integrative methods of open communications, involvement, and conflict resolution in implementing an organizational change initiative moderate the relationship between cognitive diversity among employees and organization performance. In this longitudinal study of 37 medical clinics, we find that the interaction of integrative methods and diversity of models for organizing among employees has a significant positive effect…
Engaged scholarship
John R. Commons
This article focuses on a review of The Economics of Collective Action. It is logically the first book for understanding Commons's thought, for in it Commons presented a simplified statement of issues that he had argued more fully in The Legal Foundations of Capitalism (1924) and Institutional Economics (1934a). Although complex and difficult to comprehend in a single reading, the work of Commons provides a treasury of suggestions for those who s…
Process Studies of Change in Organization and Management
Process studies focus attention on how and why things emerge, develop, grow, or terminate over time. We identify various ontological assumptions underlying process research, explore its methods and challenges, and draw out some of its substantive contributions revealed in this Special Research Forum on Process Studies of Change in Organization and Management. Process studies take time seriously, illuminate the role of tensions and contradictions …
Responding to competing strategic demands
This article develops an empirically grounded process model of how managers in organizations respond to coexisting paradoxical tensions. With a longitudinal real-time study, we examine how a telecommunications firm copes with an organizing paradox between market and regulatory demands and how this paradox influences belonging and performing paradoxes for managers. These paradoxes coevolve over time as managers shift from defensive responses that …
Computer Science (22 works) · Business (15 works) · Sociology (13 works) · Economics (12 works) · Knowledge management (12 works) · Innovation and Knowledge Management (10 works) · Management and Organizational Studies (10 works) · Political science (9 works) · Complex Systems and Decision Making (8 works) · Management (7 works)