The Palgrave Handbook of Organizational Change Thinkers

1. Front Matter

   Pages i-xliv

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2. Alban, Billie: The Inclusive Organizational Development Practitioner and Scholar

   • Gary Mangiofico

   Pages 1-16

3. Alvesson, Mats: A Passion for Critical Reflexivity and Rational Change

   • Stefan Sveningsson, Dan Kärreman

   Pages 17-35

4. Anthony F. Buono: A Practical Sociologist for a Changing World

   • Aaron J. Nurick

   Pages 37-51

5. Argote, Linda: Advancing Research on Organizational Learning

   • Bill McEvily

   Pages 53-69

6. Argyris, Chris: The Iconoclast

   • Lee Bolman

   Pages 71-90

7. Armenakis, Achilles: A Journey of Discovery – Seeing Change Through New Eyes

   • Dennis R. Self

   Pages 91-114

8. Barrett, Frank J.: The Social Construction of Organizing

   • Michael S. Lewis

   Pages 115-131

9. Bartunek, Jean, and the Power of Working Across Boundaries: Dualities and the Missing Voice

   • John R. Austin

   Pages 133-146

10. Beckhard, Richard: The Formulator of Organizational Change

    • Ronald Fry

    Pages 147-161

11. Beer, Michael: It’s Not the Seed, It’s the Soil

    • Tobias Fredberg, Johanna E. Pregmark

    Pages 163-181

12. Bennis, Warren G.: Generous Company

    • Thomas G. Cummings

    Pages 183-198

13. Bion, Wilfred, and His Organization Change Legacy: “Without Memory or Desire”

    • Sarah J. Brazaitis

    Pages 199-212

14. Blake, Robert R., and Jane S. Mouton: Concern for People and Production

    • W. Warner Burke

    Pages 213-222

15. Block, Peter: A Prophetic Voice for Freedom

    • Gary Mangiofico

    Pages 223-243

16. Boje, David M.: A Storyteller for the Post-Newtonian Era

    • Tonya L. Henderson

    Pages 245-261

17. Brazaitis, Sarah J.: A Scholar, a Practitioner, an Educator

    • Danielle L. Pfaff

    Pages 263-278

18. Bunker, Barbara Benedict: Her Pioneering Work in the Field of Organizational Change

    • Dick Axelrod

    Pages 279-291

19. Burke, W. Warner: Learner, Leader, Scholar-Practitioner

    • Debra A. Noumair

    Pages 293-311

20. Burnes, Bernard: Choices, Contexts, and Changes

    • Bill Cooke

    Pages 313-326

The key developments and advancements in organizational change over the last century are the result of the research, theories, and practices of seminal scholars in the field. While most books simply outline a theorist’s model, this handbook provides invaluable insight into the contexts and motivations behind their contributions. Organized alphabetically, this handbook presents inspiring and thought-provoking profiles of prominent organizational change thinkers, capturing the professional background of each and highlighting their key insights, contributions, and legacy within the field of organizational change. This updated edition add 29 profiles to the 87 original profiles. By bringing these scholars’ experiences to life, we can begin to understand the process of organizational change and analyze what remains to be done for organizations today. This book is the first of its kind - the go-to source for learning about the research and practice of organizational change from those who invented, built, and advanced the field. This comprehensive handbook will help researchers and students to develop their organizational change research agendas, and provide practitioners with concepts, theories, and models that can easily be applied to the workplace to lead change more effectively.

• organizational leadership
• organizational behavior
• change management
• theorists
• organization design
• organizational development
• organization theory
• change management
• managing change
• sensemaking

• Organizational Change Leadership College of Education and Human Development, Western Michigan University, Kalamazoo, USA

  David B. Szabla

David B. Szabla Organizational Change Leadership, College of Education and Human Development, Western Michigan University, Kalamazoo, MI, USA 


David B. Szabla leads the M.A. and Ph.D. in organizational change leadership programs in the Department of Educational Leadership, Research and Technology at Western Michigan University where he teaches course in group dynamics, largescale change, and organization design. His research and writing center on resistance to change and the relationships among the content, process, and context of organizational change. David is recognized by executive business leaders for strong diagnostic, intervention design, and evaluation skills, as well as keen communication, creative problem-solving, and program management capabilities. He has been published in Research in Organizational Change and Development, Human Resource Development Quarterly, Emergence: Complexity and Organization, and The International Journal of Knowledge, Culture, and Change Management. He is a member of the Management Consulting and Organization Development and Change Divisions of the Academy of Management, the Society for Industrial and Organizational Psychology, and the International Leadership Association.

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