Introduction: ‘changing philosophies’

Aaron C.T. Smith, James Skinner and Daniel Read

Chapter 1 in Philosophies of Organizational Change, 2026, pp 1-31 from Edward Elgar Publishing

Abstract: Chapter 1 notes that the need for change features prominently in organizational ambitions, as its success or failure can lead to decisive consequences, from transformational improvements in productivity to catastrophic plunges towards insolvency. Research also reveals a discord between organizations’ change ambitions and their tangible effects on organizational performance. Perhaps most concerning, the evidence informing organizational change is scant and tends to rely on unvalidated theories, models, cases and commentaries. The chapter subsequently outlines how this book's third edition aims to inventory and explain the diverse and pluralistic organizational change approaches that have attracted research and practitioner interest. It reveals the ‘philosophies’ that guide change theories and models on the presupposition that a better understanding of these underpinning perspectives provides valuable insight for the research and practice of change. The approach assumes that organizational change can be best studied and applied when the philosophies that structure an approach are clearly exposed. The chapter underscores the importance of temporal agility, paradox navigation and strategic foresight as essential capabilities for future-ready organizations. These competencies must be embedded into leadership development and decision-making frameworks to meet the demands of a hyper-volatile, disruption-prone environment.

Keywords: Philosophies; Change; Organizations; Theories; Models (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035372164
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