8th Colloquium On Organisational Change & Development

Category: Conferences

eaismeuropean institute for advanced studies in manegement

INSPIRATION DESPERATELY NEEDED! TACKLING THE HIDDEN ASSUMPTIONS OF CHANGE

What particitpants experienced

Thank you very much for these two inspiring days! Rarely I experienced such a breadth of thoughts and discourses. That was an encounter of highest intellectual standard and both, its confrontation as much as its reflection will certainly remain an essential quality driver of my practice. The conference provoked an irritation as much as an adjustment of my own thinking. The keynotes and workshop sessions together with the presentations were of high productivity for me and provided both, indulgence and exchange.

Ursula Rosenbichler, Federal Chancellery of Austria, Federal Performance Management Office, Au

I have to be honest I haven't attended a conference for at least a decade. I soured on the large crowds and multiple tracks with relatively little outcome. One of my grad students wanted to attend a recent EIASM change management conference in Brussels- and I went to support here. What a great experience! Myself and 40 other like minded researchers had the opportunity to participate in a program that was innovative and supported thinking outside the box. Learnt a lot about myself and my field. Great experience. Might even have to reconsider my stance on conference - this one at least.

Linda Duxbury, PhD, Professor, Management and Strategy, Carleton University Ottawa, Canada

I highly appreciated the possibility to discuss openly and constructively the topics and projects presented by academics and practitioners. Furthermore, Ralf Wetzel introduced new and experimental forms of discussion like a future research café to the conference. That enabled us to really discuss and think beyond the today's research.

Erik Nagel, Prof. Dr., Director Institute of Management and Regional Economics, Lucerne University of Applied Sciences and Arts, Switzerland

Tim HarleTim Harle @TimHarle (Lecturer in leadership, Sarum College Salisbury, UK)


Great end to EIASM workshop @Vlerick with Future Research Cafe. Bold planning by @RalfWetzel and fine facilitation by @smarandaboros #energy. 14. Sep 13 5:47

That was just exquisite! All the key note speakers/sessions really added value to the conference!

Sofie Rogiest (Reseacher & Belgian country leader on the European COMPOSITE project, University of Antwerp)

I am happy to have attended the EIASM Colloquium! I learnt that Vlerick is a business school that is aiming to 'walk their talk' in creating actionable knowledge. And I learnt that the organizers succeeded very well in making the atmosphere friendly to allow us, the participants, to pursue the conference theme: finding inspiration. I am inspired, and would not hesitate to come back for more.

Jan Wickenberg, Senior Lecturer, Technology Management and Economics and connected to Center for Business Innovation at Chalmers University Gothenburg, Sweden

Thank you again for a fantastic conference – I learned a lot and thoroughly enjoyed myself. The group activities were a fun way of learning and were a valuable addition to the conference.

Nicky Campbell-Allen, Lecturer, School of Engineering & Advanced Technology, Massey University, New Zealand

Chairpersons

Ruth Alas, Estonian Business School, Estonia
Christopher J. Rees, University of Manchester, UK
and Beijing University of Technology
Ralf Wetzel, Vlerick Business School, Belgium

Keynote speaker

Prof. Nils Brunsson,  Uppsala University

Background

We are delighted to issue the announcement for the 8th EIASM colloquium on the subject of Organizational Change and Development (OCD). Previous OCD workshops have taken place in Tallinn, Vilnius, Bucharest, Krakow, Vienna, Malta and Bern. The 8th OCD colloquium is scheduled to take place in Ghent in September 2013.
As in previous years, the 2013 OCD colloquium is designed to provide delegates with the opportunity to present their work and discuss it in a constructive environment. Thus, the colloquium seeks to bring together international scholars and practitioners with a view to exploring perspectives and insights into the management of OCD. Work presented by delegates at the OCD workshops in previous years has been published in journals such Human Resource Development International, Baltic Journal of Management, Journal of Business Economics and Management, Journal of Organizational Change Management, International Journal of Public Administration, Journal of Business Ethics, and the Estonian Business Review.

Content

“Nothing is more stable today, than change.“ This collocation is not only a common expression for a rather passive acceptance of dynamism, but arguably is a fatal description of the discourse of organisational change management. For while the conditions of organising have changed dramatically throughout the last 50 years (rising intransparancy and instability, acceleration, new forms of work and organisational design, reduced use of hierarchy, etc.) and still breathe the spirit of the pioneers of management, an increasingly loud voice of criticism expresses these sentiments as a diagnosis for the state of research and practice in the field of organisational change. The theoretical foundations of the field seem, to some, to be rather weak and unclear while the variety of perspectives applied to the subject is rather low despite the burgeoning number of related academic publications designed to shed light on both theory and practice. In essence, if it were a country, organisational change would be seen by many as a failing State. Yet, what if the high ratio of failed change efforts is less grounded on weakly skilled employees but rather on flaws in the hidden assumptions surrounding organisational change? In the myriad of academic publications and organisational change interventions, what is being overlooked and ignored? Which cognitive and pragmatic tools should we abandon before we exert even more harm on organisations, employees and the wider society?

The 8th colloquium of organizational change and development strives to open up the Pandora’s box of organisational change. We aim to explore what assumptions about organisational change need to be challenged, revised and even abandoned.   

 

September 12th 2013
08:30  Welcome Coffee & Registration
09:15
  •  The Chairs’ Welcome: Ruth Alas, Christopher Rees & Ralf Wetzel
  • The Dean’s Welcome:  Philippe Haspeslagh, Dean of the Vlerick Business School
  • Introduction to the conference: Ralf Wetzel, Vlerick Business School
10:00

Keynote Speech: The Hidden Drivers of Change

Nils Brunsson, Uppsala University (SE)

11:30 Coffee break
12:00 Checking Foundations of Change  Inverting Perspectives  Transmission Problems
Session 1

Leaving Newton’s Highway: New Directions For Organisational Change.

Tim Harle

Freeze Or You Can't Change: Challenging Assumptions About Dynamic Capabilities In Corporate Renewal.

Jan Lowstedt & Svante Schriber

Dealbreakers.                     Practitioners Views On Implementing Innovation.

Stephanie Best

Perspectives On Organizational Change: How Our Basic Theoretical Assumptions About Organisations Define Our Change Interventions.

Omar Alshehhi & Christopher J. Rees

A Seductive Theory Of Change.

Finn Janning

Translating Abstract Meanings
Into Resonating Customer Experiences.

Guenther Botschen, Ian Combe, Eva Thelen & Paul Tolchinsky

13:00 Lunch
14:00 Plenary Workshop: Design Thinking – a New Way Out?Dominic Hurni, Bern University of Applied Sciences (CH)
15:30 Coffee break
16:00 The Curse of Knowledge Conflict & Resistance Reviewed Constructivist Reminders
Session 2

The Role Of Knowledge And Capabilities In The Context Of Change Towards Sustainable Product Chains - A Literature Study.

Hanna Nilsson, Henrikke Baumann & Andreas Diedrich

Resistance to Change: Proposing a Change of Perspective.

Erik Nagel & Claudia Astrachan

Looking Through Someone Else’s Eyes: Exploring Perceptions Of Organizational Change.

Laura Gover & Linda Duxbury

Cobbler, Stick To Thy Last –
Exploring The Difficulties To Change Knowledge-Intensive Firms.

Börjeson, Love & Jan Löwstedt

‘Mind The Gaps’: Exploring Conflicting Expectations And Values Created By Organisational Change.

Mazzetti, Angela

Organizations As Programmable Decision Machines. Two Cases For The Multifunctional Nature Of Organizations And Their Affinity For Change.

Steffen Roth

Knowledge Creating Conversations: Endlessly Unfolding Inquiries Of Discovery And Invention.

Arthur Male

Assessing Conflict Management Styles Of Managers’ In Relation To Profession Development:
Subordinates’ Perspective.

Meera Shanker

Organizational Change And Development From A Language And Action Perspective.

Hans Skytte

17:30 Break
17:45

Plenary Reflection: Leaning to listen – a Mystic Way Out?

Antoine Beuger, Carmelitan Monastry Birkenwerder (D)

19:00  End of conference day
20:00  Conference Dinner
September 13th 2013
8:00 Morning coffee
8:30 Large Scale Change Formality in Change  Requirements of Societal Change
Session 3

Innovation And Change Management In The Austrian Federal Public Administration.

Ursula Rosenbichler

Formalization Or Autonomy In The Face Of Organizational Change - An Empirical Study Of The Impact On Organizational Commitment And Change Commitment.

Sofie Rogiest, Jesse Segers & Arjen Van Witteloostuijn

The Role Of Leadership In Complex Multi-Actor Networks For Societal Change. A Case Analysis.

Inge Vermeesch, Marc Craps, René Bouwen, Art Dewulf & Katrien Termeer

Trade-Offs Between Efficiency And Legitimacy When Implementing A Large Change Program At The Middle Management Level.

Jan Wickenberg

Can HR Become A Change Agent? Confronting The Tensions Of Diverging HR-Roles And Potential Solutions Through Structural Separation, Periodic Reorganization Or Semi-Structures.

Torben Andersen

Achieving Change When Implementing Nationalisation Strategies In The Gulf Co-Operation Countries: The Case Of A Private Sector Company In Bahrain.

La'aleh Al-Aali & Christopher J. Rees

Reversal Of The Musketeers’ Principles: Change (Mis)- Management And The Persistence Of Self Interest In An Higher Education Institution.

Sudi Sharifi & Helen Richardson

Managing Downsizing Strategy And Organisational Change: An Analysis On Diversified Firms In Japan.

Masatoshi Fujiwara & Yu Ishimitsu

The Applicability And Implications Of Using Western ‘Voice Of The Customer’ Tools In A Developing Nation Scenario - The Bougainville Village Court, Papua New Guinea.

Nicola Campbell-Allen & Janice Lewis

10:00 Coffee Break
10:30 Revising Classic Perspectives Dynamics of Leadership & Followership Challenging Research  Of Change
Session 4

The Grounded Theory Of Trenchant Remedying.

Green, Jan

Burning Platform Or Vision? 
Examining The Role Of Regulatory Fit In Follower Responses To Change.

Jill Waymire Paine & E. Tory Higgins

A Short Treatise On Research Without Qualities.

Yuliya Shymko

Understanding Sevice Interaction Through The Symbolic Interactionism Perspective.

Tiina Merkuljeva

Challenges In Managing Organizational Change Prior To And After Employee Buy Out: A Case Study.

Siby Jose, Joseph Binoy & Biju Varkkey

Research Practices - A Developing Nation Perspective.

Nicola Campbell-Allen & Janice Lewis

The Implications Of Managing Change And Workplace Stress: A Reprise.

Kate Rowlands & Christopher J. Rees

Coaching Culture Aspects In Estonian Companies.

Signe Vesso

Organizing Mindfully For Relevant Process Theorizing On Strategic Change: A Complexity-Based Perspective.

Alain Guiette & Koen Vandenbempt

Dynamic Capabilities And Organizational Cognition – Elements For Exploring Change In Non-Profit Organizations.

Paivi Maijanen-Kylaheiko

Corporate Visions: Do They Really Include Mainly Emotional Persuasion?

Mehmet Eryilmaz

Eighteen Shades Of Grey? An explorative literature review into the organization theoretical foundations of organizational change research.

Ralf Wetzel

12:30 Lunch
13:30 Tomorrow’s Change – a ‘Future Re-Search Café’Smaranda Boros & Ralf Wetzel, Vlerick Business School
17:00 Chairs Closing Comments
17:30 End of Conference
18:00 Guided City Walk Through Gent

Venue

Vlerick Business School (Ghent Campus)
Reep 1
9000 Gent - Belgium

Vlerick contact

Prof. Dr. Ralf Wetzel
Associate Professor for Organization and Management
Vlamingenstraat 83
3000-Leuven
Belgium
Email: ralf.wetzel@vlerick.com 

EIASM administration

Ms. Cristina Setyar - EIASM Conference Manager
EIASM - PLACE DE BROUCKÈRE-PLEIN - 31 - 1000 BRUSSELS - BELGIUM
Tel: +32 2 226 66 69 - Fax: +32 2 512 19 29
Email: cristina.setyar@eiasm.be

 

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