Organization Studies International Award for Excellence

The Organization Studies Journal Collection offers an annual award for newly published research or thinking that has been recognized to be outstanding by members of the Organization Studies Research Network.

Award Winner for Volume 19

The New Story of Changing: Exploring Dichotomies in the Field of Organizational Change

This article theoretically explores and unpacks existing dichotomies in the field of organizational change. By revisiting the dichotomies “planned-emergent change” and “major-minor change,” the article finds that only relying on one extreme of a dichotomy gives a too simplistic view on change in organizations. Instead, the article proceeds by combining the two dichotomies and further explores the exceptions: the studies that do not only rely on one extreme of the dichotomies but instead moves along dichotomies. Based on the findings, the article suggests that future studies of organizational changes take an emic approach and study organizational changes in situ in order to capture the vividness of organizational changes

Past Award Winners

Volume 18

The Need for Competing Commitments Research: Coping with Change in Knowledge Management

Jamie O'Brien, Change Management: An International Journal , Volume 18, Issue 1, pp.1–14


Volume 17

Institutional Guardianship: How Leaders in Nonprofit Academic Organizations Resolve Ethical Dilemmas in their Work

Barbara Hou, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 17, Issue 1, pp.1–18


Volume 16

Towards Strategically Sustaining Business Students' Careers in a Globalized Workplace: The Importance of Being Responsible and Accountable

Susan Fox-Wolfgramm, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 16, Issue 1, pp.1–14


Volume 13

Cultural Factors Affecting International Teamwork Dynamics and Effectiveness

Steven Levitt, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 13, Issue 1, pp.9–23


Volume 12

Using Knowledge Processes to Improve Performance and Promote Change: The Continuous Loop Model and Cultural Enablers

Herbert Nold, The International Journal of Knowledge, Culture, and Change Management: Annual Review, Volume 12, Issue 1, pp.53–70


Volume 11

Building Bridges: A Transdisciplinary Future for Knowledge Management

Rachel Jones and James Lee Corner, The International Journal of Knowledge, Culture, and Change Management, Volume 11, Issue 2, pp.19–30


Volume 10

Towards a Federated Architecture for Change Management: Lessons Learned from Quality Management and Other Management Areas

Frank Habermann, The International Journal of Knowledge, Culture, and Change Management, Volume 10, Issue 11, pp.93–106


Volume 9

Transforming the Cynic: Recommendations for Leaders Implementing Organizational Change

Tracy Freeze, The International Journal of Knowledge, Culture, and Change Management, Volume 9, Issue 2, pp.141–154


Volume 8

Building the Capacity of Learning Professionals through an Infusion of Formal and Informal Learning

Susan Bolt, The International Journal of Knowledge, Culture, and Change Management, Volume 8, Issue 4, pp.179–186