A Popperian View of Change in Innovative Organizations

Bibliographic Data

ID9890003
AuthorsReginald Shareef (13148 Circle Drive SW, Roanoke, Virginia 24018, corresponding author)
Year1997
Volume50
Issue6
Pages655-670
Publication date1997-06-01
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/001872679705000602
OpenAlexW2047736266
LanguageEN
Citations received1
References cited16

The cognitive model used by theorists and practitioners to understand organization change is most likely based on Kuhn's paradigm scheme of normal (i.e., the routine verification of the dominant theory in any historical period) vs. revolutionary (i.e., the abrupt development of a rival paradigm that can only be accepted gradually by the scientific community) science. This perspective suggests that scientific revolutions are rare. However, this article contends that changes are occurring so rapidly in innovative organizations that Kuhnian notions of "scientific revolutions" do not adequately describe this phenomena. Rather, these changes are more congruent with Sir Karl Popper's concept of "revolution in permanence." The conclusions of this research should allow organization stakeholders to better understand (1) the process of change in innovative organizations, and (2) how to facilitate these changes

Cognition · Conceptual change · Epistemology · Karl popper · Normal science · Organizational change · Paradigm shift · Perspective (graphical · Political science · Process (computing · Public relations · Scientific progress · Scientific revolution · Sociology · Complex Systems and Decision Making · Computer Science · Philosophy · Psychology

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