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Abstract

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.

Keywords

Karl Popper revolutionary science paradigm innovative organizational change trial and error Thomas Kuhn

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A Popperian View of Change in Innovative Organizations

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