Discussion: View Thread

  • 1.  Organizational and Institutional Change Paper Development Workshop - from John Amis

    Posted 01-13-2014 14:48
    On behalf of John.Amis@ED.AC.UK
    ******************************************

    PAPER DEVELOPMENT WORKSHOP ON ORGANIZATIONAL AND INSTITUTIONAL CHANGE

    Sponsored by the Organization & Management Theory Division of the Academy of Management, Academy of Management Journal, and the University of Edinburgh Business School

    To be held at:
    University of Edinburgh Business School, May 1-3, 2014

    The ability to design and execute programmes of large-scale transformation has been seen as central to organizational performance. Indeed, changes to the technological, economic, sociocultural and geopolitical environments in which organizations operate have rendered the ability of organizations to negotiate periods of large-scale change an increasingly important characteristic of organizational survival. With that said, it remains something of a truism to note that organizational change is inherently difficult to accomplish with studies of private and public sector organizations suggesting that about 70% of change programmes fail to be implemented as planned (e.g. Amis et al., 2004; Beer & Nohria, 2000; Ford & Ford, 2009; Hinings & Greenwood, 1988). Such difficulties point to the inherent complexities involved in bringing about large-scale transformations, something that has often been lost in many of the apparently straightforward prescriptions of how change should be carried out. Indeed, a failure to capture the cultural, political and social dynamics incumbent in change attempts has been a point of ongoing concern for many change scholars (e.g. Heracleous, 2002; Pettigrew, 1987; Plowman et al., 2007). One body of work has sought to advance our understanding of these change imperatives by focusing on change processes. Such work is well positioned to draw attention to the ways in which organizational imperatives emerge, develop, and/or decline over time (Langley et al., 2013). As yet, however, many questions remain, including: the ways in which change may unfold episodically or continuously; understanding when and why some change programs are more effective than others; and, unveiling how imperatives such as pacing, sequencing, and linearity (Amis et al., 2004), power (Clegg et al., 2006; Greenwood & Hinings, 1996; Lawrence, 2008), or individual agency (MacKay & Chia, 2013) effect change outcomes.

    Institutional theorists have begun to assess similar questions. Long considered a theory of stasis rather than change, recent work has problematized the ways in which institutional change may take place. Such work has placed an emphasis on uncovering the ways in which values and meanings, symbolically and technically, affect the ways in which fields, and the prominent entities within them, change over time. Questions have focused on whether change tends to arise from the center or the periphery of the field (Greenwood & Suddaby, 2006; Leblebici et al., 1991), the roles of institutional entrepreneurs in initiating change (DiMaggio 1988; Munir and Phillips, 2005; Maguire, Hardy and Lawrence 2004), the ways in which actors, in various roles, can act to create, maintain and/or disrupt institutions (e.g., Lawrence & Suddaby, 2006; Lawrence et al., 2009)-even when actors are embedded in the very institutions that they are seeking to alter (e.g., Battilana & D'Aunno, 2009 ); how change mechanisms interact across multiple levels in a field (e.g., Wright & Zammuto, 2013); and how multiple institutional logics combine to create a context for change (Greenwood et al., 2010; Thornton et al., 2012). While it remains in a nascent state, such work offers interesting research opportunities in all of these areas.

    About the Workshop
    This workshop offers an opportunity for scholars to develop their ongoing work related to organizational and/or institutional change. The workshop will be developmental - each paper will have a senior scholar as a discussant. Confirmed participants include Gerry George (Imperial College), Jennifer Howard-Grenville (University of Oregon), Paul Tracey (Cambridge University), Nelson Phillips (Imperial College) and John Amis (University of Edinburgh). Authors will also receive feedback from peers with similar research interests. It should be of particular interest for colleagues recently graduated with a Ph.D., or doctoral students with quite well developed manuscripts. At the same time, the workshop is suitable for any paper that falls within the broad topic areas discussed above. Selection of papers will be done through submission of extended abstracts (maximum 5 pages). The deadline for submission of abstracts is February 15, 2014. Successful authors will be notified of the acceptance of their papers by February 28, 2014. Full papers will be required by April 15, 2014.

    Logistics and Support to Participants
    The University of Edinburgh Business School is pleased to host and jointly organize this workshop with the OMT Division of the Academy of Management and the Academy of Management Journal.  The OMT division will provide travel grants of US$500 for up to 5 PhD students, advanced in their research, who can attend the conference. The conference will consist of around 30 young faculty, student participants and senior colleagues who will discuss papers and offer developmental advice. The atmosphere is expected to be collegial, informal, but centered on progressing working papers. The Academy of Management Journal's Editor and members of the AMJ editorial board will provide insight on the publication process, and getting your work into leading journals. Some meals will be provided, but participants must make their own travel arrangements and pay for accommodation (we will provide recommendations of where to stay). If participants wish to extend their trip to enjoy Edinburgh and the surrounding area, we can help with advice and arrangements.

    Contacts for questions on the conference and submission of abstracts:

    John Amis, john.amis@ed.ac.uk<mailto:john.amis@ed.ac.uk>
    Nelson Phillips, n.phillips@imperial.ac.uk<mailto:n.phillips@imperial.ac.uk>


    Professor John Amis
    Chair in Strategic Management & Organisation

    University of Edinburgh Business School
    29 Buccleuch Place
    Edinburgh EH8 9JS
    United Kingdom

    Tel.: +44 (0)131 651 5545 (o)
     +44 (0)7758 138971 (m)
    E-mail: john.amis@ed.ac.uk
    Skype: john_amis
    Homepage<http://www.business-school.ed.ac.uk/about/people/924/John/Amis>

    --
    The University of Edinburgh is a charitable body, registered in
    Scotland, with registration number SC005336.





  • 2.  Organizational and Institutional Change Paper Development Workshop - from John Amis

    Posted 01-13-2014 23:57

    Dear all,

     

    From a practitioner perspective I can recognize a non-endless idealistic theoretical loop activities that perhaps feeds conveniently the Academic turf nevertheless, I wonder when are management scholars from the many fields of interest will attempt to developing research questions or theory in alignment with those who exercise (and do not) management at small, medium and large organizations?

     

     

    Alberto Melgoza, PhD, MBR, ANAM, FASHRM

    Saudi Aramco

     

    From: Organization Development and Change Listserv [mailto:ODC-L@AOMLISTS.PACE.EDU] On Behalf Of Andre Avramchuk
    Sent: Monday, January 13, 2014 10:48 PM
    To: ODC-L@AOMLISTS.PACE.EDU
    Subject: Organizational and Institutional Change Paper Development Workshop - from John Amis

     

    On behalf of John.Amis@ED.AC.UK

    ******************************************


    PAPER DEVELOPMENT WORKSHOP ON ORGANIZATIONAL AND INSTITUTIONAL CHANGE

    Sponsored by the Organization & Management Theory Division of the Academy of Management, Academy of Management Journal, and the University of Edinburgh Business School

    To be held at:
    University of Edinburgh Business School, May 1-3, 2014

    The ability to design and execute programmes of large-scale transformation has been seen as central to organizational performance. Indeed, changes to the technological, economic, sociocultural and geopolitical environments in which organizations operate have rendered the ability of organizations to negotiate periods of large-scale change an increasingly important characteristic of organizational survival. With that said, it remains something of a truism to note that organizational change is inherently difficult to accomplish with studies of private and public sector organizations suggesting that about 70% of change programmes fail to be implemented as planned (e.g. Amis et al., 2004; Beer & Nohria, 2000; Ford & Ford, 2009; Hinings & Greenwood, 1988). Such difficulties point to the inherent complexities involved in bringing about large-scale transformations, something that has often been lost in many of the apparently straightforward prescriptions of how change should be carried out. Indeed, a failure to capture the cultural, political and social dynamics incumbent in change attempts has been a point of ongoing concern for many change scholars (e.g. Heracleous, 2002; Pettigrew, 1987; Plowman et al., 2007). One body of work has sought to advance our understanding of these change imperatives by focusing on change processes. Such work is well positioned to draw attention to the ways in which organizational imperatives emerge, develop, and/or decline over time (Langley et al., 2013). As yet, however, many questions remain, including: the ways in which change may unfold episodically or continuously; understanding when and why some change programs are more effective than others; and, unveiling how imperatives such as pacing, sequencing, and linearity (Amis et al., 2004), power (Clegg et al., 2006; Greenwood & Hinings, 1996; Lawrence, 2008), or individual agency (MacKay & Chia, 2013) effect change outcomes.

    Institutional theorists have begun to assess similar questions. Long considered a theory of stasis rather than change, recent work has problematized the ways in which institutional change may take place. Such work has placed an emphasis on uncovering the ways in which values and meanings, symbolically and technically, affect the ways in which fields, and the prominent entities within them, change over time. Questions have focused on whether change tends to arise from the center or the periphery of the field (Greenwood & Suddaby, 2006; Leblebici et al., 1991), the roles of institutional entrepreneurs in initiating change (DiMaggio 1988; Munir and Phillips, 2005; Maguire, Hardy and Lawrence 2004), the ways in which actors, in various roles, can act to create, maintain and/or disrupt institutions (e.g., Lawrence & Suddaby, 2006; Lawrence et al., 2009)-even when actors are embedded in the very institutions that they are seeking to alter (e.g., Battilana & D'Aunno, 2009 ); how change mechanisms interact across multiple levels in a field (e.g., Wright & Zammuto, 2013); and how multiple institutional logics combine to create a context for change (Greenwood et al., 2010; Thornton et al., 2012). While it remains in a nascent state, such work offers interesting research opportunities in all of these areas.

    About the Workshop
    This workshop offers an opportunity for scholars to develop their ongoing work related to organizational and/or institutional change. The workshop will be developmental - each paper will have a senior scholar as a discussant. Confirmed participants include Gerry George (Imperial College), Jennifer Howard-Grenville (University of Oregon), Paul Tracey (Cambridge University), Nelson Phillips (Imperial College) and John Amis (University of Edinburgh). Authors will also receive feedback from peers with similar research interests. It should be of particular interest for colleagues recently graduated with a Ph.D., or doctoral students with quite well developed manuscripts. At the same time, the workshop is suitable for any paper that falls within the broad topic areas discussed above. Selection of papers will be done through submission of extended abstracts (maximum 5 pages). The deadline for submission of abstracts is February 15, 2014. Successful authors will be notified of the acceptance of their papers by February 28, 2014. Full papers will be required by April 15, 2014.

    Logistics and Support to Participants
    The University of Edinburgh Business School is pleased to host and jointly organize this workshop with the OMT Division of the Academy of Management and the Academy of Management Journal.  The OMT division will provide travel grants of US$500 for up to 5 PhD students, advanced in their research, who can attend the conference. The conference will consist of around 30 young faculty, student participants and senior colleagues who will discuss papers and offer developmental advice. The atmosphere is expected to be collegial, informal, but centered on progressing working papers. The Academy of Management Journal's Editor and members of the AMJ editorial board will provide insight on the publication process, and getting your work into leading journals. Some meals will be provided, but participants must make their own travel arrangements and pay for accommodation (we will provide recommendations of where to stay). If participants wish to extend their trip to enjoy Edinburgh and the surrounding area, we can help with advice and arrangements.

    Contacts for questions on the conference and submission of abstracts:

    John Amis, john.amis@ed.ac.uk<mailto:john.amis@ed.ac.uk>
    Nelson Phillips, n.phillips@imperial.ac.uk<mailto:n.phillips@imperial.ac.uk>


    Professor John Amis
    Chair in Strategic Management & Organisation

    University of Edinburgh Business School
    29 Buccleuch Place
    Edinburgh EH8 9JS
    United Kingdom

    Tel.: +44 (0)131 651 5545 (o)
     +44 (0)7758 138971 (m)
    E-mail: john.amis@ed.ac.uk
    Skype: john_amis
    Homepage<http://www.business-school.ed.ac.uk/about/people/924/John/Amis>

    --
    The University of Edinburgh is a charitable body, registered in
    Scotland, with registration number SC005336.

     



    The contents of this email, including all related responses, files and attachments transmitted with it (collectively referred to as "this Email"), are intended solely for the use of the individual/entity to whom/which they are addressed, and may contain confidential and/or legally privileged information. This Email may not be disclosed or forwarded to anyone else without authorization from the originator of this Email. If you have received this Email in error, please notify the sender immediately and delete all copies from your system. Please note that the views or opinions presented in this Email are those of the author and may not necessarily represent those of Saudi Aramco. The recipient should check this Email and any attachments for the presence of any viruses. Saudi Aramco accepts no liability for any damage caused by any virus/error transmitted by this Email.


  • 3.  Organizational and Institutional Change Paper Development Workshop - from John Amis

    Posted 01-14-2014 02:25

    Dear all,

     

    From a practitioner perspective I can recognize a non-endless idealistic theoretical loop activities that perhaps feeds conveniently the Academic turf nevertheless, I wonder when are management scholars from the many fields of interest will attempt to developing research questions or theory in alignment with those who exercise (and do not) management at small, medium and large organizations?

     

     

    Alberto Melgoza, PhD, MBR, ANAM, FASHRM

    Saudi Aramco

     

     

     

    From: Organization Development and Change Listserv [mailto:ODC-L@AOMLISTS.PACE.EDU] On Behalf Of Andre Avramchuk
    Sent: Monday, January 13, 2014 10:48 PM
    To: ODC-L@AOMLISTS.PACE.EDU
    Subject: Organizational and Institutional Change Paper Development Workshop - from John Amis

     

    On behalf of John.Amis@ED.AC.UK

    ******************************************


    PAPER DEVELOPMENT WORKSHOP ON ORGANIZATIONAL AND INSTITUTIONAL CHANGE

    Sponsored by the Organization & Management Theory Division of the Academy of Management, Academy of Management Journal, and the University of Edinburgh Business School

    To be held at:
    University of Edinburgh Business School, May 1-3, 2014

    The ability to design and execute programmes of large-scale transformation has been seen as central to organizational performance. Indeed, changes to the technological, economic, sociocultural and geopolitical environments in which organizations operate have rendered the ability of organizations to negotiate periods of large-scale change an increasingly important characteristic of organizational survival. With that said, it remains something of a truism to note that organizational change is inherently difficult to accomplish with studies of private and public sector organizations suggesting that about 70% of change programmes fail to be implemented as planned (e.g. Amis et al., 2004; Beer & Nohria, 2000; Ford & Ford, 2009; Hinings & Greenwood, 1988). Such difficulties point to the inherent complexities involved in bringing about large-scale transformations, something that has often been lost in many of the apparently straightforward prescriptions of how change should be carried out. Indeed, a failure to capture the cultural, political and social dynamics incumbent in change attempts has been a point of ongoing concern for many change scholars (e.g. Heracleous, 2002; Pettigrew, 1987; Plowman et al., 2007). One body of work has sought to advance our understanding of these change imperatives by focusing on change processes. Such work is well positioned to draw attention to the ways in which organizational imperatives emerge, develop, and/or decline over time (Langley et al., 2013). As yet, however, many questions remain, including: the ways in which change may unfold episodically or continuously; understanding when and why some change programs are more effective than others; and, unveiling how imperatives such as pacing, sequencing, and linearity (Amis et al., 2004), power (Clegg et al., 2006; Greenwood & Hinings, 1996; Lawrence, 2008), or individual agency (MacKay & Chia, 2013) effect change outcomes.

    Institutional theorists have begun to assess similar questions. Long considered a theory of stasis rather than change, recent work has problematized the ways in which institutional change may take place. Such work has placed an emphasis on uncovering the ways in which values and meanings, symbolically and technically, affect the ways in which fields, and the prominent entities within them, change over time. Questions have focused on whether change tends to arise from the center or the periphery of the field (Greenwood & Suddaby, 2006; Leblebici et al., 1991), the roles of institutional entrepreneurs in initiating change (DiMaggio 1988; Munir and Phillips, 2005; Maguire, Hardy and Lawrence 2004), the ways in which actors, in various roles, can act to create, maintain and/or disrupt institutions (e.g., Lawrence & Suddaby, 2006; Lawrence et al., 2009)-even when actors are embedded in the very institutions that they are seeking to alter (e.g., Battilana & D'Aunno, 2009 ); how change mechanisms interact across multiple levels in a field (e.g., Wright & Zammuto, 2013); and how multiple institutional logics combine to create a context for change (Greenwood et al., 2010; Thornton et al., 2012). While it remains in a nascent state, such work offers interesting research opportunities in all of these areas.

    About the Workshop
    This workshop offers an opportunity for scholars to develop their ongoing work related to organizational and/or institutional change. The workshop will be developmental - each paper will have a senior scholar as a discussant. Confirmed participants include Gerry George (Imperial College), Jennifer Howard-Grenville (University of Oregon), Paul Tracey (Cambridge University), Nelson Phillips (Imperial College) and John Amis (University of Edinburgh). Authors will also receive feedback from peers with similar research interests. It should be of particular interest for colleagues recently graduated with a Ph.D., or doctoral students with quite well developed manuscripts. At the same time, the workshop is suitable for any paper that falls within the broad topic areas discussed above. Selection of papers will be done through submission of extended abstracts (maximum 5 pages). The deadline for submission of abstracts is February 15, 2014. Successful authors will be notified of the acceptance of their papers by February 28, 2014. Full papers will be required by April 15, 2014.

    Logistics and Support to Participants
    The University of Edinburgh Business School is pleased to host and jointly organize this workshop with the OMT Division of the Academy of Management and the Academy of Management Journal.  The OMT division will provide travel grants of US$500 for up to 5 PhD students, advanced in their research, who can attend the conference. The conference will consist of around 30 young faculty, student participants and senior colleagues who will discuss papers and offer developmental advice. The atmosphere is expected to be collegial, informal, but centered on progressing working papers. The Academy of Management Journal's Editor and members of the AMJ editorial board will provide insight on the publication process, and getting your work into leading journals. Some meals will be provided, but participants must make their own travel arrangements and pay for accommodation (we will provide recommendations of where to stay). If participants wish to extend their trip to enjoy Edinburgh and the surrounding area, we can help with advice and arrangements.

    Contacts for questions on the conference and submission of abstracts:

    John Amis, john.amis@ed.ac.uk<mailto:john.amis@ed.ac.uk>
    Nelson Phillips, n.phillips@imperial.ac.uk<mailto:n.phillips@imperial.ac.uk>


    Professor John Amis
    Chair in Strategic Management & Organisation

    University of Edinburgh Business School
    29 Buccleuch Place
    Edinburgh EH8 9JS
    United Kingdom

    Tel.: +44 (0)131 651 5545 (o)
     +44 (0)7758 138971 (m)
    E-mail: john.amis@ed.ac.uk
    Skype: john_amis
    Homepage<http://www.business-school.ed.ac.uk/about/people/924/John/Amis>

    --
    The University of Edinburgh is a charitable body, registered in
    Scotland, with registration number SC005336.

     



    The contents of this email, including all related responses, files and attachments transmitted with it (collectively referred to as "this Email"), are intended solely for the use of the individual/entity to whom/which they are addressed, and may contain confidential and/or legally privileged information. This Email may not be disclosed or forwarded to anyone else without authorization from the originator of this Email. If you have received this Email in error, please notify the sender immediately and delete all copies from your system. Please note that the views or opinions presented in this Email are those of the author and may not necessarily represent those of Saudi Aramco. The recipient should check this Email and any attachments for the presence of any viruses. Saudi Aramco accepts no liability for any damage caused by any virus/error transmitted by this Email.


  • 4.  Organizational and Institutional Change Paper Development Workshop - from John Amis

    Posted 01-14-2014 02:41
    Dear Alberto,

    You are asking as to "when are management scholars from the many fields of interest will attempt to developing research questions or theory in alignment with those who exercise (and do not) management at small, medium and large organizations?".

    From the perspective of an academic practitioner the answer is simple: We will have theories aligned as soon as managers act in accordance to our theories rather than to everyday theories of management.

    Please mind that neither management theory nor management science are auxiliary functions of so-called real-life management. The question as to what so-called real-life management can learn from management academics essentially is a real-life management problem, and not a problem of management academics. The rest is a matter of mutual (!) accommodation.

    Kind regards from Saint Malo,

    Dr. Steffen Roth
    Assistant Professor

    ESC Rennes School of Business
    2 Rue Robert d'Arbrissel
    FR-35000 Rennes

    Website: http://steffen-roth.ch

    CFP ENTREPRENEURSHIP AND PIRACY
    International Journal of Entrepreneurship and Small Business
    Deadline January 20, 2014

    Link: http://wp.me/pvO07-vm





    Le 14 janv. 2014 à 05:57, Ramirez Melgoza, Alberto <alberto.ramirezmelgoza@ARAMCO.COM> a écrit :

    > Dear all,
    >
    > From a practitioner perspective I can recognize a non-endless idealistic theoretical loop activities that perhaps feeds conveniently the Academic turf nevertheless, I wonder when are management scholars from the many fields of interest will attempt to developing research questions or theory in alignment with those who exercise (and do not) management at small, medium and large organizations?
    >
    >
    > Alberto Melgoza, PhD, MBR, ANAM, FASHRM
    > Saudi Aramco
    >
    > From: Organization Development and Change Listserv [mailto:ODC-L@AOMLISTS.PACE.EDU] On Behalf Of Andre Avramchuk
    > Sent: Monday, January 13, 2014 10:48 PM
    > To: ODC-L@AOMLISTS.PACE.EDU
    > Subject: Organizational and Institutional Change Paper Development Workshop - from John Amis
    >
    > On behalf of John.Amis@ED.AC.UK
    > ******************************************
    >
    > PAPER DEVELOPMENT WORKSHOP ON ORGANIZATIONAL AND INSTITUTIONAL CHANGE
    >
    > Sponsored by the Organization & Management Theory Division of the Academy of Management, Academy of Management Journal, and the University of Edinburgh Business School
    >
    > To be held at:
    > University of Edinburgh Business School, May 1-3, 2014
    >
    > The ability to design and execute programmes of large-scale transformation has been seen as central to organizational performance. Indeed, changes to the technological, economic, sociocultural and geopolitical environments in which organizations operate have rendered the ability of organizations to negotiate periods of large-scale change an increasingly important characteristic of organizational survival. With that said, it remains something of a truism to note that organizational change is inherently difficult to accomplish with studies of private and public sector organizations suggesting that about 70% of change programmes fail to be implemented as planned (e.g. Amis et al., 2004; Beer & Nohria, 2000; Ford & Ford, 2009; Hinings & Greenwood, 1988). Such difficulties point to the inherent complexities involved in bringing about large-scale transformations, something that has often been lost in many of the apparently straightforward prescriptions of how change should be carried out. Indeed, a failure to capture the cultural, political and social dynamics incumbent in change attempts has been a point of ongoing concern for many change scholars (e.g. Heracleous, 2002; Pettigrew, 1987; Plowman et al., 2007). One body of work has sought to advance our understanding of these change imperatives by focusing on change processes. Such work is well positioned to draw attention to the ways in which organizational imperatives emerge, develop, and/or decline over time (Langley et al., 2013). As yet, however, many questions remain, including: the ways in which change may unfold episodically or continuously; understanding when and why some change programs are more effective than others; and, unveiling how imperatives such as pacing, sequencing, and linearity (Amis et al., 2004), power (Clegg et al., 2006; Greenwood & Hinings, 1996; Lawrence, 2008), or individual agency (MacKay & Chia, 2013) effect change outcomes.
    >
    > Institutional theorists have begun to assess similar questions. Long considered a theory of stasis rather than change, recent work has problematized the ways in which institutional change may take place. Such work has placed an emphasis on uncovering the ways in which values and meanings, symbolically and technically, affect the ways in which fields, and the prominent entities within them, change over time. Questions have focused on whether change tends to arise from the center or the periphery of the field (Greenwood & Suddaby, 2006; Leblebici et al., 1991), the roles of institutional entrepreneurs in initiating change (DiMaggio 1988; Munir and Phillips, 2005; Maguire, Hardy and Lawrence 2004), the ways in which actors, in various roles, can act to create, maintain and/or disrupt institutions (e.g., Lawrence & Suddaby, 2006; Lawrence et al., 2009)—even when actors are embedded in the very institutions that they are seeking to alter (e.g., Battilana & D’Aunno, 2009 ); how change mechanisms interact across multiple levels in a field (e.g., Wright & Zammuto, 2013); and how multiple institutional logics combine to create a context for change (Greenwood et al., 2010; Thornton et al., 2012). While it remains in a nascent state, such work offers interesting research opportunities in all of these areas.
    >
    > About the Workshop
    > This workshop offers an opportunity for scholars to develop their ongoing work related to organizational and/or institutional change. The workshop will be developmental - each paper will have a senior scholar as a discussant. Confirmed participants include Gerry George (Imperial College), Jennifer Howard-Grenville (University of Oregon), Paul Tracey (Cambridge University), Nelson Phillips (Imperial College) and John Amis (University of Edinburgh). Authors will also receive feedback from peers with similar research interests. It should be of particular interest for colleagues recently graduated with a Ph.D., or doctoral students with quite well developed manuscripts. At the same time, the workshop is suitable for any paper that falls within the broad topic areas discussed above. Selection of papers will be done through submission of extended abstracts (maximum 5 pages). The deadline for submission of abstracts is February 15, 2014. Successful authors will be notified of the acceptance of their papers by February 28, 2014. Full papers will be required by April 15, 2014.
    >
    > Logistics and Support to Participants
    > The University of Edinburgh Business School is pleased to host and jointly organize this workshop with the OMT Division of the Academy of Management and the Academy of Management Journal. The OMT division will provide travel grants of US$500 for up to 5 PhD students, advanced in their research, who can attend the conference. The conference will consist of around 30 young faculty, student participants and senior colleagues who will discuss papers and offer developmental advice. The atmosphere is expected to be collegial, informal, but centered on progressing working papers. The Academy of Management Journal’s Editor and members of the AMJ editorial board will provide insight on the publication process, and getting your work into leading journals. Some meals will be provided, but participants must make their own travel arrangements and pay for accommodation (we will provide recommendations of where to stay). If participants wish to extend their trip to enjoy Edinburgh and the surrounding area, we can help with advice and arrangements.
    >
    > Contacts for questions on the conference and submission of abstracts:
    >
    > John Amis, john.amis@ed.ac.uk<mailto:john.amis@ed.ac.uk>
    > Nelson Phillips, n.phillips@imperial.ac.uk<mailto:n.phillips@imperial.ac.uk>
    >
    >
    > Professor John Amis
    > Chair in Strategic Management & Organisation
    >
    > University of Edinburgh Business School
    > 29 Buccleuch Place
    > Edinburgh EH8 9JS
    > United Kingdom
    >
    > Tel.: +44 (0)131 651 5545 (o)
    > +44 (0)7758 138971 (m)
    > E-mail: john.amis@ed.ac.uk
    > Skype: john_amis
    > Homepage<http://www.business-school.ed.ac.uk/about/people/924/John/Amis>
    >
    > --
    > The University of Edinburgh is a charitable body, registered in
    > Scotland, with registration number SC005336.
    >
    >
    >
    >
    >
    > The contents of this email, including all related responses, files and attachments transmitted with it (collectively referred to as “this Email”), are intended solely for the use of the individual/entity to whom/which they are addressed, and may contain confidential and/or legally privileged information. This Email may not be disclosed or forwarded to anyone else without authorization from the originator of this Email. If you have received this Email in error, please notify the sender immediately and delete all copies from your system. Please note that the views or opinions presented in this Email are those of the author and may not necessarily represent those of Saudi Aramco. The recipient should check this Email and any attachments for the presence of any viruses. Saudi Aramco accepts no liability for any damage caused by any virus/error transmitted by this Email.


  • 5.  Organizational and Institutional Change Paper Development Workshop - from John Amis

    Posted 01-15-2014 05:36
    Hi Alberto;
    Fair point. I think it is incumbent on all of us as an academic profession to consider the relationship that our theoretical development has on practice, and vice versa. Fortunately, I think the ODC division is better than most, but to fair, the inherent practical nature of management makes it relatively straight forward for most management authors to direct attention to how findings can influence practice; and they regularly do so. Your comment is important in keeping this idea to the forefront, though I would also argue that there are cases when theoretical development for its own sake is important, even if no immediate practical application is directly apparent. We have had numerous advances across the sciences and arts in which the practical application has been two or three times removed from the initial theoretical advancement.
    Best wishes,
    John

    -------------------------------------------------------------------
    Professor John Amis
    Chair in Strategic Management & Organisation
    University of Edinburgh Business School
    29 Buccleuch Place, Edinburgh, EH8 9JS. UK.
    United Kingdom
    Tel.: +44 (0)131 651 5545 (o)
    +44 (0)7758 138971 (m)
    E-mail: john.amis@ed.ac.uk
    Skype: john_amis
    Homepage<http://www.business-school.ed.ac.uk/about/people/924/John/Amis>
    --------------------------------------------------------------------

    From: "<Ramirez Melgoza>", Alberto <alberto.ramirezmelgoza@ARAMCO.COM<mailto:alberto.ramirezmelgoza@ARAMCO.COM>>
    Reply-To: Organization Development and Change Listserv <ODC-L@AOMLISTS.PACE.EDU<mailto:ODC-L@AOMLISTS.PACE.EDU>>
    Date: Tuesday, 14 January 2014 04:57
    To: "ODC-L@AOMLISTS.PACE.EDU<mailto:ODC-L@AOMLISTS.PACE.EDU>" <ODC-L@AOMLISTS.PACE.EDU<mailto:ODC-L@AOMLISTS.PACE.EDU>>
    Subject: Re: Organizational and Institutional Change Paper Development Workshop - from John Amis

    Dear all,

    From a practitioner perspective I can recognize a non-endless idealistic theoretical loop activities that perhaps feeds conveniently the Academic turf nevertheless, I wonder when are management scholars from the many fields of interest will attempt to developing research questions or theory in alignment with those who exercise (and do not) management at small, medium and large organizations?


    Alberto Melgoza, PhD, MBR, ANAM, FASHRM
    Saudi Aramco

    From: Organization Development and Change Listserv [mailto:ODC-L@AOMLISTS.PACE.EDU] On Behalf Of Andre Avramchuk
    Sent: Monday, January 13, 2014 10:48 PM
    To: ODC-L@AOMLISTS.PACE.EDU<mailto:ODC-L@AOMLISTS.PACE.EDU>
    Subject: Organizational and Institutional Change Paper Development Workshop - from John Amis

    On behalf of John.Amis@ED.AC.UK<mailto:John.Amis@ED.AC.UK>
    ******************************************

    PAPER DEVELOPMENT WORKSHOP ON ORGANIZATIONAL AND INSTITUTIONAL CHANGE

    Sponsored by the Organization & Management Theory Division of the Academy of Management, Academy of Management Journal, and the University of Edinburgh Business School

    To be held at:
    University of Edinburgh Business School, May 1-3, 2014

    The ability to design and execute programmes of large-scale transformation has been seen as central to organizational performance. Indeed, changes to the technological, economic, sociocultural and geopolitical environments in which organizations operate have rendered the ability of organizations to negotiate periods of large-scale change an increasingly important characteristic of organizational survival. With that said, it remains something of a truism to note that organizational change is inherently difficult to accomplish with studies of private and public sector organizations suggesting that about 70% of change programmes fail to be implemented as planned (e.g. Amis et al., 2004; Beer & Nohria, 2000; Ford & Ford, 2009; Hinings & Greenwood, 1988). Such difficulties point to the inherent complexities involved in bringing about large-scale transformations, something that has often been lost in many of the apparently straightforward prescriptions of how change should be carried out. Indeed, a failure to capture the cultural, political and social dynamics incumbent in change attempts has been a point of ongoing concern for many change scholars (e.g. Heracleous, 2002; Pettigrew, 1987; Plowman et al., 2007). One body of work has sought to advance our understanding of these change imperatives by focusing on change processes. Such work is well positioned to draw attention to the ways in which organizational imperatives emerge, develop, and/or decline over time (Langley et al., 2013). As yet, however, many questions remain, including: the ways in which change may unfold episodically or continuously; understanding when and why some change programs are more effective than others; and, unveiling how imperatives such as pacing, sequencing, and linearity (Amis et al., 2004), power (Clegg et al., 2006; Greenwood & Hinings, 1996; Lawrence, 2008), or individual agency (MacKay & Chia, 2013) effect change outcomes.

    Institutional theorists have begun to assess similar questions. Long considered a theory of stasis rather than change, recent work has problematized the ways in which institutional change may take place. Such work has placed an emphasis on uncovering the ways in which values and meanings, symbolically and technically, affect the ways in which fields, and the prominent entities within them, change over time. Questions have focused on whether change tends to arise from the center or the periphery of the field (Greenwood & Suddaby, 2006; Leblebici et al., 1991), the roles of institutional entrepreneurs in initiating change (DiMaggio 1988; Munir and Phillips, 2005; Maguire, Hardy and Lawrence 2004), the ways in which actors, in various roles, can act to create, maintain and/or disrupt institutions (e.g., Lawrence & Suddaby, 2006; Lawrence et al., 2009)—even when actors are embedded in the very institutions that they are seeking to alter (e.g., Battilana & D’Aunno, 2009 ); how change mechanisms interact across multiple levels in a field (e.g., Wright & Zammuto, 2013); and how multiple institutional logics combine to create a context for change (Greenwood et al., 2010; Thornton et al., 2012). While it remains in a nascent state, such work offers interesting research opportunities in all of these areas.

    About the Workshop
    This workshop offers an opportunity for scholars to develop their ongoing work related to organizational and/or institutional change. The workshop will be developmental - each paper will have a senior scholar as a discussant. Confirmed participants include Gerry George (Imperial College), Jennifer Howard-Grenville (University of Oregon), Paul Tracey (Cambridge University), Nelson Phillips (Imperial College) and John Amis (University of Edinburgh). Authors will also receive feedback from peers with similar research interests. It should be of particular interest for colleagues recently graduated with a Ph.D., or doctoral students with quite well developed manuscripts. At the same time, the workshop is suitable for any paper that falls within the broad topic areas discussed above. Selection of papers will be done through submission of extended abstracts (maximum 5 pages). The deadline for submission of abstracts is February 15, 2014. Successful authors will be notified of the acceptance of their papers by February 28, 2014. Full papers will be required by April 15, 2014.

    Logistics and Support to Participants
    The University of Edinburgh Business School is pleased to host and jointly organize this workshop with the OMT Division of the Academy of Management and the Academy of Management Journal. The OMT division will provide travel grants of US$500 for up to 5 PhD students, advanced in their research, who can attend the conference. The conference will consist of around 30 young faculty, student participants and senior colleagues who will discuss papers and offer developmental advice. The atmosphere is expected to be collegial, informal, but centered on progressing working papers. The Academy of Management Journal’s Editor and members of the AMJ editorial board will provide insight on the publication process, and getting your work into leading journals. Some meals will be provided, but participants must make their own travel arrangements and pay for accommodation (we will provide recommendations of where to stay). If participants wish to extend their trip to enjoy Edinburgh and the surrounding area, we can help with advice and arrangements.

    Contacts for questions on the conference and submission of abstracts:

    John Amis, john.amis@ed.ac.uk<mailto:john.amis@ed.ac.uk><mailto:john.amis@ed.ac.uk<mailto:john.amis@ed.ac.uk>>
    Nelson Phillips, n.phillips@imperial.ac.uk<mailto:n.phillips@imperial.ac.uk><mailto:n.phillips@imperial.ac.uk<mailto:n.phillips@imperial.ac.uk>>


    Professor John Amis
    Chair in Strategic Management & Organisation

    University of Edinburgh Business School
    29 Buccleuch Place
    Edinburgh EH8 9JS
    United Kingdom

    Tel.: +44 (0)131 651 5545<tel:%2B44%20%280%29131%20651%205545> (o)
    +44 (0)7758 138971<tel:%2B44%20%280%297758%20138971> (m)
    E-mail: john.amis@ed.ac.uk<mailto:john.amis@ed.ac.uk>
    Skype: john_amis
    Homepage<http://www.business-school.ed.ac.uk/about/people/924/John/Amis>

    --
    The University of Edinburgh is a charitable body, registered in
    Scotland, with registration number SC005336.



    ________________________________

    The contents of this email, including all related responses, files and attachments transmitted with it (collectively referred to as “this Email”), are intended solely for the use of the individual/entity to whom/which they are addressed, and may contain confidential and/or legally privileged information. This Email may not be disclosed or forwarded to anyone else without authorization from the originator of this Email. If you have received this Email in error, please notify the sender immediately and delete all copies from your system. Please note that the views or opinions presented in this Email are those of the author and may not necessarily represent those of Saudi Aramco. The recipient should check this Email and any attachments for the presence of any viruses. Saudi Aramco accepts no liability for any damage caused by any virus/error transmitted by this Email.