Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

SAGETRACK

Sign In to gain access to subscriptions and/or personal tools.
Organizational Research Methods
This Article
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
1094428108327881v1
12/4/720    most recent
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Street, C. T.
Right arrow Articles by Gallupe, R. B.
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

A Proposal for Operationalizing the Pace and Scope of Organizational Change in Management Studies

Christopher T. Street

University of Regina, Chris.Street{at}uregina.ca

R. Brent Gallupe

Queen's University

Organizational change is an important construct for management theorists, yet organizational research is being hampered by inconsistent and incompatible operationalizations of the construct. This article presents a proposal for improving clarity about how the types and characteristics of organizational change can be operationalized and measured. In particular, the scope and pace of organizational change are examined and a common approach is developed to measure the impacts of these two factors on patterns of organizational change.

Key Words: Organizational change • radical • continuous • complexity theory • relative measures

This version was published on October 1, 2009

Organizational Research Methods, Vol. 12, No. 4, 720-737 (2009)
DOI: 10.1177/1094428108327881
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?