Longitudinal Field Research Methods: Studying Processes of Organizational Change(1 Organization Science)

About the Book

The use of longitudinal field research methods is fundamental to understanding the dynamics of organizational life and to developing and testing theories of organizational adaptation, change, innovation and redesign.

This book focuses on both the design and conduct of longitudinal research in the field and on the methods used to analyze and interpret process patterns in longitudinal data. The contributors discuss a wide range of methodological issues including: ethnographic methods; longitudinal and comparative case studies; event history analysis; and real-time tracking of events. They also address various procedures that can be used to tabulate, code and interpret both quantitative and qualitative data collected in the field.

Table of Contents:
Introduction - Andrew H Van de Ven and George P Huber Longitudinal Field Research Methods for Studying Processes of Organization Change Images of Imaging - Stephen R Barley Notes on Doing Longitudinal Field Work A Dual Methodology for Case Studies - Dorothy Leonard-Barton Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites Building Theories from Case Study Research - Kathleen M Eisenhardt Longitudinal Field Research on Change - Andrew M Pettigrew Theory and Practice Studying Changes in Organizational Design and Effectiveness - William H Glick et al Retrospective Event Histories and Periodic Assessments Methods for Studying Innovation Development in the Minnesota Innovation Research Program - Andrew H Van de Ven and Marshall Scott Poole Alternate Approaches to Integrating Longitudinal Case Studies - Robert D McPhee A Primer of Sequence Methods - Andrew Abbott An Empirical Taxonomy of Implementation Processes Based on Sequences of Events in Information System Development - Rajiv Sabherwal and Daniel Robey Theoretical and Analytical Issues in Studying Organizational Processes - Peter R Monge Organizations Reacting to Hyperturbulence - Alan D Meyer, James B Goes and Geoffrey R Brooks

About the Author :
George P. Huber teaches "Organizational Change and Redesign" in the Executive MBA program and "Organizational Decision Making" in the doctoral program at The University of Texas at Austin, where holds the Charles and Elizabeth Prothro Regents Chair in Business Administration. His current research focuses on organizational change, organizational design, and organizational decision making. He has also conducted and published research in the areas of information technology and individual and group decision making. Dr. Huber is a Fellow of the Academy of Management and of the Decision Sciences Institute and is a charter member of the Academy of Management Journals Hall of Fame. In 1993, his co-edited book, Organizational Change and Redesign: Ideas and Insights for Improving Performance, was published by Oxford University Press, and in 1995 his co-edited book, Longitudinal Field Research Methods: Studying Processes of Organizational Change, was published by Sage Publications. Dr. Huber has held full time positions with the Emerson Electric Manufacturing Company, the Procter and Gamble Manufacturing Company, the U.S. Department of Labor, Execucom Systems Corporation, and has served as a consultant to many corporations and public agencies. Professor Huber has held full time faculty appointments at the Universities of Wisconsin, California, and Texas.