Purpose The purpose of this paper is to make the case, firstly, that democratic leadership, referred to as “leaderful practice,” should be the fundamental form of leadership that characterizes participatory organizational change. The parties affected by change are those engaged who seek to...

Purpose – The purpose of this paper is to make the case, firstly, that democratic leadership, referred to as “leaderful practice,” should be the fundamental form of leadership that characterizes participatory organizational change. The parties affected by change are those engaged who seek...

Purpose – This paper aims to present an interactions and networks approach (INA) to the issue of change for sustainability, which can bring business out of the firm‐centric impasse and lead to collaborative action and transformation. Design/methodology/approach – This paper builds upon the...

Complementing prior research by Staw et al. (“Threat‐rigidity effects in organizational behavior: a multilevel analysis”, Administrative Science Quarterly, Vol. 26 No. 4, 1981, pp. 501‐24), the authors develop a new conceptual model of organizational change, “autogenic crisis”. The...

We propose that research on problem‐solving behavior can provide critical insight into mechanisms through which organizations resist learning and change. In this paper, we describe typical front‐line responses to obstacles that hinder workers’ effectiveness and argue that this pattern of...

Purpose – Change implementation presents a major challenge to managers. However, theoretical and empirical works waiver between the change management action and the management of the change/initial conditions. These opposing views reflect the theoretical instability, which characterizes work...

Purpose – This paper aims to research the effects of market orientation in the use of social networking and its relationship with organisational learning. Design/methodology/approach – The empirical study was carried out in 132 recently created Brazilian biotechnology companies. Structural...

Examines the roles of conviction and doubt in organizational learning processes and focuses on the challenge of transforming individual learning into organizational learning. Explores the individual and organizational effects of too little doubt or too little conviction in terms of awareness of...

Retired, national YWCA leaders engaged in shared storytelling in order to explore organizational learning that occurred during 1946‐1970, a critical period of organizational history for the YWCA of the USA. Adopting an organizational mission to eliminate racism by any means necessary (1970)...

The firm’s structural inertia seems to be a crucial roadblock in continuous improvement efforts. The management paradigm shift required in the transition towards a continuous improvement culture is from individual‐based learning to system‐based learning. Explores the role of an...