Skip to main content
SpringerLink
Log in

Engaging Change

Andrew H. Van de Ven

The Palgrave Handbook of Organizational Change Thinkers

  • 60 Accesses

Abstract

Andrew Van de Ven’s approach to studying change in organizational systems has been to engage it head-on. Over his career, he has developed multiple programs of research that begin with a practical problem and end with practical solutions. In these engagements, he has acted in a scholarly way, creating novel and rigorous theory and methods, to help move from problem to solution and to share the learning and knowledge with others. Van de Ven’s method of engaged scholarship has created a legacy of work in the areas of group decision-making, program planning, organizational assessment and design, and innovation and organizational change.

Van de Ven’s most lasting and widely adopted innovation is the Nominal Group Technique, which aids groups of stakeholders in having an equal voice during difficult decision-making contexts. A Google search on the term elicits hundreds of thousands of hits, and the papers and book associated with it have over 5000 academic citations. Van de Ven’s experiences in developing the Nominal Group Technique led to a more general curiosity about how social organizations change, particularly in the context of innovation and institutional level change. Van de Ven’s theories derive from using dialectics and paradox to explore theoretic tensions, and his methods emphasize the temporal and complex nature of organizational change.

Van de Ven’s legacy on scholarship has also been impacted by the academic leadership positions he has occupied in the Academy of Management, from president to journal editor. His ability to make theoretical and methodological contributions as a scholar, while also helping to solve big, practical problems that businesses have, has been an inspiration to numerous other business researchers.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

References

  • Astley, G., & Van de Ven, A. (1983). Central perspectives and debates in organization theory. Administrative Science Quarterly, 28(2), 245–273.

    Article  Google Scholar 

  • Cheng, Y. T., & Van de Ven, A. (1996). Learning the innovation journey: Order out of chaos? Organization Science, 7(6), 593–614.

    Article  Google Scholar 

  • Dalkey, N., & Helmer, O. (1963). An experimental application of the Delphi method to the use of experts. Management Science, 9(3), 458–467.

    Article  Google Scholar 

  • Delbecq, A. (1964). Leadership styles in managerial conferences: Current theoretical approaches. Academy of Management Journal, 7(4), 255–268.

    Google Scholar 

  • Delbecq, A. (1967). The management of decision-making within the firm: Three strategies for three types of decision-making. Academy of Management Journal, 10(4), 329–339.

    Google Scholar 

  • Delbecq, A. (1968). The world within the span of control. Business Horizons, 11(4), 47–56.

    Article  Google Scholar 

  • Delbecq, A., & Van de Ven, A. (1971). A group process model for problem identification and program planning. The Journal of Applied Behavioral Science, 7(4), 466–492.

    Article  Google Scholar 

  • Delbecq, D., Van de Ven, A., & Gustafson, D. (1975). Group techniques for program planning. Chicago: Scott, Foresman, and Co.

    Google Scholar 

  • Dooley, K., & Van de Ven, A. (1999). Explaining complex organizational dynamics. Organization Science, 10(3), 358–372.

    Article  Google Scholar 

  • Dooley, K., & Van de Ven, A. (2016). Cycles of divergence and convergence underlying processes of organization change and innovation. In A. Langley & H. Tsoukas (Eds.), Sage handbook of process organization studies (pp. 574–592). London: Sage Publications.

    Chapter  Google Scholar 

  • Engler, E., Jones, S., & Van de Ven, A. (2013). Organizing healthcare for changing markets: The case of ascension health. Journal of Organization Design, 2(3), 3–15.

    Article  Google Scholar 

  • Glee-Vermande, C. (2016). Andrew Van de Ven – L’innovation: Une aventure. Canada: Editions EMS.

    Google Scholar 

  • Huber, G., & Van de Ven, A. (Eds.). (1995). Longitudinal field research methods: Studying processes of organizational change. Thousand Oaks: Sage Publishers.

    Google Scholar 

  • Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. (2013). Process studies of change in organization and management: Unveiling temporality, activity and flow. Academy of Management Journal, 56(l), 1–13.

    Article  Google Scholar 

  • Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment: Managing differentiation and integration. Boston, MA: Harvard University.

    Google Scholar 

  • Learnmonth, M., Lockett, A., & Dowd, K. (2011). Promoting scholarship that matters: The uselessness of useful research and the usefulness of useless research. British Journal of Management, 23(1), 35–44.

    Google Scholar 

  • Peluchette, J., & Gerhardt, M. (2015). Andrew H. Van de Ven: Reflections on current and future challenges in engaged scholarship. Journal of Leadership and Organizational Studies, 22(4), 413–417.

    Article  Google Scholar 

  • Poole, M. S., & Van de Ven, A. (1989). Using paradox to build organization and management theories. Academy of Management Review, 15(3), 562–578.

    Article  Google Scholar 

  • Poole, M. S., & Van de Ven, A. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510–540.

    Article  Google Scholar 

  • Poole, M. S., Van de Ven, A., Dooley, K., & Holmes, M. (2000). Organizational change and innovation processes: Theory and methods for research. Oxford: Oxford Press.

    Google Scholar 

  • Ring, P., & Van de Ven, A. (1992). Structuring cooperative relationships between organizations. Strategic Management Journal, 13(7), 483–498.

    Article  Google Scholar 

  • Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill.

    Google Scholar 

  • Van de Ven, A. (1974). Group decision making effectiveness: An experimental study. Kent: Kent State University Press.

    Google Scholar 

  • Van de Ven, A. (1976a). A framework for organization assessment. Academy of Management Review, 1(1), 64–78.

    Google Scholar 

  • Van de Ven, A. (1976b). On the nature, formation and maintenance of relations among organizations. Academy of Management Review, 1(4), 24–36.

    Article  Google Scholar 

  • Van de Ven, A. (1989). Nothing is quite so practical as a good theory. Academy of Management Review, 15(3), 486–489.

    Google Scholar 

  • Van de Ven, A. (1999). The buzzing, blooming, confusing world of organization and management theory. Journal of Management Inquiry, 8(2), 118–125.

    Article  Google Scholar 

  • Van de Ven, A. (2002a). President’s address: Strategic directions for the Academy of Management: this academy’s for you. Academy of Management Review, 27(2), 171–184.

    Article  Google Scholar 

  • Van de Ven, A. (2002b). Andrew Pettigrew, the engaged scholar. European Management Journal, 20(1), 29–31.

    Article  Google Scholar 

  • Van de Ven, A. (2007). Engaged scholarship: A guide for organizational and social research. Oxford: Oxford University Press.

    Google Scholar 

  • Van de Ven, A. (2011). Building a European community of engaged scholars. European Management Review, 8(4), 189–195.

    Article  Google Scholar 

  • Van de Ven, A. (2016). Vita. Retrieved from https://sites.google.com/a/umn.edu/avandeven/

  • Van de Ven, A., Angle, H., & Poole, M. (Eds.). (1989). Research on the management of innovation: The Minnesota studies. New York: Harper and Row.

    Google Scholar 

  • Van de Ven, A., & Delbecq, A. (1971). Nominal and interacting group process for committee decision-making effectiveness. Academy of Management Journal, 14(2), 203–212.

    Google Scholar 

  • Van de Ven, A., & Delbecq, A. (1974). The effectiveness of nominal, Delphi, and interacting group decision making processes. Academy of Management Journal, 17(4), 605–621.

    Article  Google Scholar 

  • Van de Ven, A., & Ferry, D. (1980). Measuring and assessing organizations. New York: Wiley Interscience.

    Google Scholar 

  • Van de Ven, A., & Garud, R. (1994). The co-evolution of technological and institutional innovations. In J. Singh & J. Baum (Eds.), Evolutionary dynamics of organizations (pp. 425–443). New York: Oxford University Press.

    Google Scholar 

  • Van de Ven, A., & Grazman, D. (1999). Evolution in a nested hierarchy: A genealogy of Twin-Cities health care organizations, 1953–1995. In J. Baum & B. McKelvey (Eds.), Variations in organization science: Perspectives in honor of Donald T. Campbell (pp. 185–212). Thousand Oaks: Sage Publications.

    Google Scholar 

  • Van de Ven, A., & Jing, R. (2011). Indigenous management research in China from an engaged scholarship perspective. Management and Organization Review, 8(1), 123–137.

    Google Scholar 

  • Van de Ven, A., & Johnson, P. (2006). Knowledge for theory and practice. Academy of Management Review, 31(4), 802–821.

    Article  Google Scholar 

  • Van de Ven, A., & Polley, D. (1992). Learning while innovating. Organization Science, 3(2), 92–116.

    Google Scholar 

  • Van de Ven, A., Polley, D., Garud, R., & Venkataraman, S. (1999). The innovation journey. New York: Oxford University Press.

    Google Scholar 

  • Van de Ven, A., & Poole, M. (1990). Methods for studying innovation developments in the Minnesota Innovation Research Program. Organization Science, 1(3), 213–219.

    Article  Google Scholar 

  • Van de Ven, A., & Poole, M. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510–540.

    Article  Google Scholar 

  • Van de Ven, A., & Sun, K. (2011). Breakdowns in models of organization change and development. Academy of Management Perspectives, 25(3), 58–74.

    Google Scholar 

  • Van de Ven, A., & Walker, G. (1984). The dynamics of inter-organizational coordination. Administrative Science Quarterly, 29(4), 598–621.

    Article  Google Scholar 

  • West, J., Salter, A., Vanhaverbeke, W., & Chesbrough, H. (2015). Open innovation: The next decade. Research Policy, 43(5), 805–811.

    Article  Google Scholar 

  • Yu, J., Engleman, R., & Van de Ven, A. (2005). The integration journey: An attention- based view of the merger and acquisition process. Organization Studies, 26(10), 1501–1528.

    Article  Google Scholar 

  • Zahra, S. (2016). Portrait of a research pioneer: Andrew Van de Ven. Strategic Entrepreneurship Journal, 10(4), 413–429.

    Article  Google Scholar 

  • Zlotkowski, E., & Van de Ven, A. (2005). Towards a scholarship of engagement: A dialogue between Andy Van de Ven & Edward Zlotkowski. The Academy of Management Learning and Education, 4(3), 355–362.

    Article  Google Scholar 

Further Reading

  • Two excellent biographies of Van de Ven’s contributions to innovation theory have recently been published (Glee-Vermande 2016; Zahra 2016). Van de Ven and colleagues maintain a website dedicated to process research methods (www.processresearchmethods.org), and several of Van de Ven’s papers and books can be found in complete versions online (https://sites.google.com/a/umn.edu/avandeven/).

Download references

Author information

Authors and Affiliations

  1. Supply Chain Management, Arizona State University, Tempe, AZ, USA

    Kevin J. Dooley

Authors
  1. Kevin J. Dooley
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Kevin J. Dooley .

Editor information

Editors and Affiliations

  1. Western Michigan University, Kalamazoo, MI, USA

    David B. Szabla

  2. Columbia University , New York, NY, USA

    William A. Pasmore

  3. The George Washington University , College Park, MD, USA

    Mary A. Barnes

  4. Columbia University , New York, NY, USA

    Asha N. Gipson

Rights and permissions

Reprints and permissions

Copyright information

© 2019 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this entry

Check for updates. Verify currency and authenticity via CrossMark

Cite this entry

Dooley, K.J. (2019). Engaging Change. In: Szabla, D., Pasmore, W., Barnes, M., Gipson, A. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-49820-1_61-1

Download citation

  • DOI: https://doi.org/10.1007/978-3-319-49820-1_61-1

  • Received:

  • Accepted:

  • Published:

  • Publisher Name: Palgrave Macmillan, Cham

  • Print ISBN: 978-3-319-49820-1

  • Online ISBN: 978-3-319-49820-1

  • eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

Publish with us

Policies and ethics

Chapter history

  1. Latest

    Engaging Change
    Published:
    26 November 2020

    DOI: https://doi.org/10.1007/978-3-319-49820-1_61-2

  2. Original

    Engaging Change
    Published:
    03 June 2019

    DOI: https://doi.org/10.1007/978-3-319-49820-1_61-1

Search

Navigation