Theory-to-research-to-theory strategy: A research-based expansion of radical change theory

2013 ◽  
Vol 35 (1) ◽  
pp. 33-40 ◽  
Author(s):  
Kyungwon Koh
Keyword(s):  
Change Theory ◽  
Radical Change

Radical Change Theory and Synergistic Reading for Digital Age Youth

2009 ◽  
Vol 43 (2) ◽  
pp. 92-107 ◽  
Author(s):  
Eliza T. Dresang ◽  
Bowie Kotrla
Keyword(s):  
Change Theory ◽  
Digital Age ◽  
Radical Change

scholarly journals Radical Change Theory, Youth Information Behavior, and School Libraries

2009 ◽  
Vol 58 (1) ◽  
pp. 26-50 ◽  
Author(s):  
Eliza T. Dresang ◽  
Kyungwon Koh
Keyword(s):  
Change Theory ◽  
Information Behavior ◽  
Radical Change ◽  
School Libraries

scholarly journals Organizational Innovation in Times of Crises: The Case of Extension and Advisory Services

2021 ◽  
Vol 28 (1) ◽  
pp. 6-14
Author(s):  
Kristin Davis ◽  
Anna Snider ◽  
Thomas Archibald ◽  
Benjamin Grove ◽  
Suresh Babu
Keyword(s):  
Organizational Change ◽  
International Development ◽  
Organizational Innovation ◽  
Flexible Structures ◽  
Change Theory ◽  
Radical Change ◽  
Social Structures ◽  
Future Directions ◽  
Managing Change ◽  
Problem Solve

Since it formally began, extension institutions have been innovating in response to the changing environment. Past crises have induced organizational innovation in limited ways. The COVID19 crisis appears to have brought about more radical change in extension organizations. In this manuscript, we apply organizational change theory including insights from recent research on adaptive management in international development to examine how extension organizations innovated during the COVID-19 crisis. We explore how extension organizations modified inputs such as human capital, technology, and equipment; outputs such as services; and organizational components, such as social structures, participants, and goals. We review previous crises to learn how global extension adapted and then examine contemporary experiences of organizational change during COVID-19. This allows us to provide suggestions for future directions for implementers on how to strengthen extension services to respond in times of crisis and continue to support clientele in varying circumstances. We suggest that extension organizations embrace inclusive technology cautiously, provide staff with skills to adapt and problem solve, and ensure flexible structures that allow for collaboration. Keywords: extension; innovation; managing change; organizations

Youth Organizing for Social Change: Theory, Research, and Practice

2007 ◽  
Author(s):  
Seema Shah ◽  
Sara McAlister ◽  
Kavitha Mediratta ◽  
Roderick Watts ◽  
Obari Cartman ◽  
...  
Keyword(s):  
Social Change ◽  
Change Theory ◽  
Youth Organizing ◽  
Research And Practice ◽  
Social Change Theory ◽  
Theory Research

Transitioning Business for a Circular Economy

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Susan EVANS
Keyword(s):  
Professional Practice ◽  
Circular Economy ◽  
Radical Change ◽  
Virtual Space ◽  
Professional Experience ◽  
Operational Model ◽  
New Vision ◽  
To Come ◽  
Space Requirements

This case study explores the strategic business opportunities, for Lane Crawford, an iconic luxury department store, to transition in a circular economy towards sustainability. A new experimentation framework was developed and conducted among cross departmental employees, during a Design Lab, with intention to co-create novel Circular Economy business concepts towards a new vision: the later was a reframe of the old system based on the principles of sustainability; to move beyond a linear operational model towards a circular economy that can contribute to a regenerative society. This work draws on both academic and professional experience and was conducted through professional practice. It was found that innovative co-created concepts, output from the Design Lab, can create radical change in a circular economy that is holistically beneficial and financially viable; looking forward to extract greater value a)Internal organization requires remodeling to transform towards a circular economy; b)Requirement for more horizonal teams across departments vs solely vertical; c)New language and relationships are required to be able to transition towards a circular economy; d)Some form of physical and virtual space requirements, for cross-disciplinary teams to come together to co-create; e)Ability to iterate, learn and evolve requires agency across the business

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