Research in Organizational Change and Development, vol. 10 - Review

Administrative Science Quarterly,  March, 1999  by Terri L. Griffith

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William A. Pasmore and Richard W. Woodman, eds. Greenwich, CT: JAI Press, 1997. 322 pp. $78.50.

There is little argument that organizational change is increasingly important. Turbulent organizational environments, hyper-competition, and related organizational activities demand that organizations manage change effectively (e.g., Illinitch, D'Aveni, and Lewin, 1996). Organizations must perceive and respond to changes in their environments, independently create new environments, and learn from their experiences. This volume of the JAI series, Research in Organizational Change and Development, takes on these issues in a variety of ways.

The first six chapters focus on empowerment. The first five (Thomas, Jansen, and Tymon, Jr.; Spreitzer; Banunek, Bradbury, and Boreth; St. Clair and Quinn; Kirkman and Rosen) deal head-on with empowerment as a construct. As the authors note, the field is ripe for such a focused examination. The early chapters raise three main themes: (1) academic versus "lay" development of constructs, and their integration; (2) social construction of constructs and construct development in which social construction plays a major role; and (3) positive and negative norms about the use of empowerment. Though strongly suited to the study of empowerment and other organizational development constructs, these themes are also valuable when considering construct development more generally. Reviews and theory development are provided at both the individual and team levels of analysis. This section is both methodologically and theoretically valuable. The sixth chapter (Stewart and Manz), though not focused on construct development per se, provides an opportunity to consider empowerment from a fresh perspective. This chapter provides a transition into the next section of the volume by raising the issue of resistance to empowerment implementation.

The final three chapters (Mohrman and Mohrman, Jr.; Nutt and Backoff; Davis, Maranville, and Obloj) address specific dynamics of organizational change. While empowerment can be either part of a change methodology or an outcome of organizational change, empowerment is still a small part of current research on organizational development and change. This volume provides broad coverage by also including topics relevant to the dynamics of organizational learning, second-order change, and the role of paradox in instigating change. Each of these three chapters assumes that modern environments require flexible organizational forms energized by learning. They differ in terms of the mechanisms underlying these forms. Team-based organizations are discussed in terms of self-organizing systems. The focus here is on mechanisms for learning across the different segments of the organization and from the change process as it unfolds. Second-order change is presented as a mechanism for creating opportunities for transforming organizations. This is in contrast to first-order change, which is often a response to identified needs. Finally, a cognitive-level assessment is made of paradox as a change mechanism.

This volume provides a wealth of new ideas for both academics and practicing managers. The ideas are well developed and incorporate the realities of field research. Empowerment receives a fine-grained analysis. The more expansive areas of organizational learning and the complexity of the postindustrial environment are engaged at a more general level. Moreover, there are interesting synergies between the chapters that are often missed in other edited volumes. Unfortunately, these synergies are not explicitly addressed. As noted above, and in the book's introduction, many of the chapters deal with empowerment as a construct. While some of the authors take advantage of relating their work to others in the volume, this is not done systematically. The same is true for the chapters focusing on change in modern chaotic environments. While the chapters provide opportunities for integration, the opportunities are not always taken. On a positive note, integration of these ideas provides clear opportunities for future research.

Terri L. Griffith Associate Professor of Organizational Behavior and Technology Management Olin School of Business Washington University St. Louis, MO 63130-4899

REFERENCE

Ilinitch, A. Y, R. A. D'Aveni, and A. Y. Lewin 1996 "New organizational forms and strategies for managing in hypercompetitive environments." Organization Science, 7:211-220.

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