Journal of Organizational Change Management: Volume 27 Issue 2

The silent practice: sustainable self-managing teams in a Norwegian context

Monica Rolfsen, Tobias Strand Johansen

– The purpose is to provide explanations for why some self-managing teams survive and develop over a long period of time.

Group leaders and teamwork in the over-lean production system

Nobuyuki Inamizu, Mitsuhiro Fukuzawa, Takahiro Fujimoto, Junjiro Shintaku, Nobutaka Suzuki

This study aims to describe how a work team adapted to its fluctuated and severe environment by changing from “lean” to “over-lean” mode. To do this, the author investigated the…

The incidence and diffusion of teamwork in manufacturing – evidences from a Pan-European survey

Andrea Bikfalvi, Angela Jäger, Gunter Lay

This paper aims to map the incidence of teamwork in European manufacturing industries and describe the process of teamwork diffusion over time. The impact of country, company…

Looking at the gap between social psychological and psychodynamic perspectives on group dynamics historically

Sandra G.L. Schruijer, Petru L. Curseu

– The paper aims to describe and understand the gap between the psychodynamic literature on groups and the social psychological perspective on group dynamics.

Revisiting organizational age, inertia, and adaptability: Developing and testing a multi-stage model in the nonprofit sector

Chung-An Chen

The literature of organizational change hints that adaptability and inertia not only counterbalance but also reinforce each other, and the inertia-adaptability balance over time…

Strategic flexibility and SME performance in an emerging economy: A contingency perspective

Hai Guo, Zhi Cao

This study aims to address the following question: when strategic flexibility can be most beneficial to small and medium enterprises (SMEs) in the context of emerging economies…

The specificity and typology of dynamic management studies

Ovidiu Nicolescu, Ciprian Nicolescu

– The paper aims to analyse typology of dynamic management studies and their specificity.

Institutional theory and change: the deinstitutionalisation of sports science at Club X

Sarah Gilmore, John Sillince

This paper aims to investigate how sports science was institutionalised and rapidly deinstitutionalised within a Premier League football club. Institutional theory has been…

Building institutional capacity: more accountability than autonomy?

Sefika Mertkan, Ciaran Sugrue

The purpose of the paper is to explore the strategies schools use to build capacity in English secondary schools where they operate under strong pressures to improve continuously…

Dancing in the dark: creativity, knowledge creation and (emergent) organizational change

Fabrizio Maimone, Marta Sinclair

The aim of this paper is threefold: to provide a framework for a better understanding of the relationship between creativity, knowledge creation/sharing, and organizational…

The longevity of teams

Jos Benders, Petru L. Curseu and Geert Van Hootegem