When The Dodo Became Extinct: Why Rethinking Change Should Not Take A Pandemic

Abstract

Get full access to this article

View all access options for this article.

References

Akkermans

Richardson

Kraimer

(2020). The Covid-19 crisis as a career shock: Implications for careers and vocational behavior. Journal of Vocational Behavior, 119(June), Article 103434. https://doi.org/10.1016/j.jvb.2020.103434

Amis

J. M.

Janz

B. D.

(2020). Leading change in response to COVID-19. Journal of Applied Behavioral Science, 56(3), 272-278. https://doi.org/10.1177/0021886320936703

Bartunek

J. M.

Moch

M. K.

(1987). First-order, second-order, and third-order change and organization development interventions: A cognitive approach. Journal of Applied Behavioral Science, 23(4), 483-500. https://doi.org/10.1177/002188638702300404

Bennis

W. G.

(1965). Theory and Method in applying behavioral science to planned organizational change. Journal of Applied Behavioral Science, 1(4), 337-360. https://doi.org/10.1177/002188636500100404

Burke

W. W.

(1972). The demise of organization development. Journal of Contemporary Business, 1(3), 57-63.

Coch

French

J. R.

(1948). Overcoming resistance to change. Human Relations, 1(4), 512-532. https://doi.org/10.1177/001872674800100408

Cummings

T. G.

Cummings

(2020). The relevance challenge in management and organization studies: Bringing organization development back in. Journal of Applied Behavioral Science, 56(4), 521-546. https://doi.org/10.1177/0021886320961855

Gersick

C. J.

(1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16(1), 10-36. https://doi.org/10.5465/amr.1991.4278988

Greiner

L. E.

(1972). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 37-46.

10.

Hwang

Höllerer

M. A.

(2020). The COVID-19 Crisis and Its Consequences: Ruptures and transformations in the global institutional fabric. Journal of Applied Behavioral Science, 56(3), 294-300. https://doi.org/10.1177/0021886320936841

11.

International Labour Organization. (2020). ILO Monitor: COVID-19 and the world of work [Press release]

12.

Kniffin

K. M.

Narayanan

Anseel

Antonakis

Ashford

S. P.

Bakker

A. B.

Bamberger

Bapuji

Bhave

D. P.

Choi

V. K.

Creary

S. J.

Demerouti

Flynn

F. J.

Gelfand

M. J.

Greer

L. L.

Johns

Kesebir

Klein

P. G.

Lee

S. Y.

Ozcelik

Petriglieri

J. L.

Rothbard

N. P.

Rudolph

C.W.

Shaw

J. D.

Sirola

Wanberg

C. R.

Whillans

Wilmot

M. P.

Vugt

M. v

. (2020). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist. Advance online publication. https://doi.org/10.1037/amp0000716

13.

Kooij

D. T.

(2020). The impact of the Covid-19 pandemic on older workers: The role of self-regulation and organizations. Work, Aging and Retirement, 6(4), 233-237. https://doi.org/10.1093/workar/waaa018

14.

Langley

Smallman

Tsoukas

Van de Ven

A. H.

(2009). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 52(5), 1069-1070. https://doi.org/10.5465/amj.52.5.zoj1069

15.

Lewin

(1947). Frontiers in group dynamics: concept, method and reality in social science; social equilibria and social change. Human Relations, 1(1), 5-41 https://doi.org/10.1177/001872674700100103

16.

Pawson

Wong

Owen

(2011). Known knowns, known unknowns, unknown unknowns: The predicament of evidence-based policy. American Journal of Evaluation, 32(4), 518-546. https://doi.org/10.1177/1098214011403831

17.

Purser

R. E.

Petranker

(2005). Unfreezing the future: Exploring the dynamic of time in organizational change. Journal of Applied Behavioral Science, 41(2), 182-203. https://doi.org/10.1177/0021886304268157

18.

Rafferty

A. E.

Jimmieson

N. L.

Armenakis

A. A.

(2013). Change readiness: A multilevel review. Journal of Management, 39(1), 110-135. https://doi.org/10.1177/0149206312457417

19.

Schein

E. H.

(1973). Can one change organizations, or only people in organizations? Journal of Applied Behavioral Science, 9(6), 780-785. https://doi.org/10.1177/002188637300900614

20.

Schwarz

G., M.

Stensaker

. (2014). Time to take off the theoretical straightjacket and (re-) introduce phenomenon-driven research. Journal of Applied Behavioral Science, 50(4), 478-501. https://doi.org/10.1177/0021886314549919

21.

Turvey

S. T.

Cheke

A. S.

(2008). Dead as a dodo: The fortuitous rise to fame of an extinction icon. Historical Biology, 20(2), 149-163. https://doi.org/10.1080/08912960802376199

22.

Tushman

M. L.

O’Reilly

C. A.

(1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30. https://doi.org/10.2307/41165852

23.

Tversky

Kahneman

(1974). Judgment under Uncertainty—Heuristics and Biases. Science, 185(4157), 1124-1131. https://doi.org/10.1126/science.185.4157.1124

24.

Weick

K. E.

Quinn

R. E.

(1999). Organizational change and development. Annual Review of Psychology, 50(1), 361-386. https://doi.org/10.1146/annurev.psych.50.1.361

25.

Woodman

R. W.

(2008). Discourse, metaphor and organizational change: The wine is new, but the bottle is old. British Journal of Management, 19(S1), S33-S37. https://doi.org/10.1111/j.1467-8551.2008.00569.x

26.

Worley

C. G.

Jules

(2020). COVID-19’s uncomfortable revelations about agile and sustainable organizations in a VUCA world. Journal of Applied Behavioral Science, 56(3), 279-283. https://doi.org/10.1177/0021886320936263