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Samenvatting Leren in organisaties; veranderingsinterventie

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In deze samenvattingen worden de thema's uit het hoorcollege aangehaald, met de hierbij horende uitleg, gekoppeld aan de artikelen. De volgende artikelen worden in deze samenvatting aangehaald 1. Boonstra. J.J. (2004). Introduction. In J.J. Boonstra (Ed.), Dynamics of Organizational Change and Learning (pp. 1-21). Wiley Publishers. Accessible online at content/uploads/2013/01/Dynamics-Introduction1. pdf 2. De Caluwé, L. (2011) Intervening and interventions: an overview. In: Adams e.a. (red) Preparing better consultants: the role of Academia. Research in management consulting. (p 121-150) Information Age Publishing. Accessible online at 3. Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual review of psychology, 50(1), 361-386. 4. Elving, W.J.L & Boonstra, J.J. (2009) Veranderkunst – Een wetenschappelijke inleiding. In: Brouwer e.a. (red.) Veranderkunst. Communicatiemanagement in praktisch perspectief. (pp 21-42) Van Gorcum. Accessible online at 5. Hamlin, B. (2016). HRD and Organizational Change: Evidence-Based Practice. International Journey of HRD practice, policy and research, 1(1), 7-20. 6. Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60- year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461-524. 7. Paavola, S., Lipponen, L., & Hakkarainen, K. (2004). Models of innovative knowledge communities and three metaphors of learning. Review of educational research, 74(4), 557-576. 8. Tynjälä, P. (2008). Perspectives into learning at the workplace. Educational research review, 3(2), 130-154. 9. Stoll, L., Bolam, R., McMahon, A., Wallace, M., & Thomas, S. (2006). Professional learning communities: A review of the literature. Journal of educational change, 7(4), 221-258. 10. McLean, L. (2005). Organizational culture’s influence on creativity and innovation: A review of the literature and implications for Human Resource Development. Advances in Developing Human Resources, 7, 226-246. 11. Straub, E. T. (2009). Understanding technology adoption: Theory and future directions for informal learning. Review of educational research, 79(2), 625-649. 12. Verdonschot, S. (2020). Van kleine doorbraak naar grootschalige vernieuwing. Een onderzoek naar mogelijkheden om innovaties in de praktijk te versterken. Van kleine doorbraak naar grootschalige vernieuwing - K&S () 13. Honig, M. I. & Hatch T.C. (2004). Crafting Coherence: How Schools Strategically Manage Multiple, External Demands. Educational Researcher, 33(8), pp. 16–30 14. Lawrence, T. B., Mauws, M. K., Dyck, B., & Kleysen, R. F. (2005). The politics of organizational learning: integrating power into the 4I framework. Academy of Management Review, 30(1), 180-191. 15. Yukl, G. (2008). How leaders influence organizational effectiveness. The Leadership Quarterly 19(6), 708– 722

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Institution: Universiteit Utrecht (UU)
Study: Onderwijswetenschappen
Course: Leren In Organisaties: Veranderingsinterventie (201400045)

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Uploaded on: June 12, 2021
Number of pages: 47
Written in: 2020/2021
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leren in organisatiekunde
oww
onderwijskunde
201400045
veranderingsinterventie
utrecht

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Samenvatting Leren in organisaties; veranderingsinterventie

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