Skip to main content
SpringerLink
Log in

Jean Bartunek and the Power of Working Across Boundaries: Dualities and the Missing Voice

Book cover The Palgrave Handbook of Organizational Change Thinkers

  • 141 Accesses

Abstract

Throughout her career, Jean Bartunek has purposely placed herself on boundaries and excitedly explored the tensions inherent in those boundaries. Theory and practice, insider and outsider, academic and practitioner, qualitative and quantitative – she’s mined all these boundaries for insights that go well beyond the boundary in question. These studies challenge researchers, students, and managers to look beyond their own perspectives and embrace a form of dialectical inquiry to find the voices they may be ignoring or unconsciously undervaluing. Jean’s work on second-order change, insider/outsider research methods, and academic-practitioner dynamics continues to contribute to our understanding of dialects, especially those that are initially hidden, and the paradoxes that are often attached to them.

Jean lives these boundaries in addition to studying them. In addition to being a full-time academic, she is also a Roman Catholic sister, a member of the Religious of the Sacred Heart. Both of these sides of her life are crucial to her identity and have been throughout her adult life.

A number of current areas of inquiry have benefited from Jean’s work. These include context-sensitive sensemaking, missing voices in change theory and design, the lived experience of change, planned change and transformation, process and implementation theories, emotion in change, and idea translation across boundaries.

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

  • Albert, S., & Bartunek, J. M. (2017). Composing a musical score for academic-practitioner collaborative research. In A. Langley & H. Tsoukas (Eds.), Sage Handbook of Process Organization Studies. Sage: Los Angeles.

    Google Scholar 

  • Argyris, C., & Schon, D. (1974). Theory in practice: Increasing professional effectiveness. San Francisco: Jossey-Bass.

    Google Scholar 

  • Austin, J. R. (2013). Making knowledge actionable: Three key translation moments. Journal of Organization Design, 2(3), 29–37.

    Article  Google Scholar 

  • Austin, J. (2015a). Unquestioned brilliance: Navigating a fundamental leadership trap. State College: Fisher Baldwin Press.

    Google Scholar 

  • Austin, J. (2015b). Leading effective change: A primer for the HR professional. Effective Practice Guidelines series. Alexandria: SHRM Foundation.

    Google Scholar 

  • Austin, J. R., & Bartunek, J. M. (2003). Theories and practices of organization development. In W. Borman, D. Ilgen, & R. Klimoski (Eds.), Handbook of psychology, Industrial and organizational psychology (Vol. 12, pp. 309–332). New York: Wiley.

    Google Scholar 

  • Austin, J. R., & Bartunek, J. M. (2012). Organization change and development: In practice and in theory. In N. Schmitt & S. Highhouse (Eds.), Handbook of psychology (Vol. 12, pp. 390–410). New York: Wiley.

    Google Scholar 

  • Balogun, J., Bartunek, J. M., & Do, B. (2015). Senior managers’ sensemaking and responses to strategic change. Organization Science, 26, 960–979.

    Article  Google Scholar 

  • Bartunek, J. M. (1984a). Changing interpretive schemes and organizational restructuring: The example of a religious order. Administrative Science Quarterly, 29, 355–372.

    Article  Google Scholar 

  • Bartunek, J. M. (1993). The multiple cognitions and conflicts associated with second order organizational change. In J. K. Murnighan (Ed.), Social psychology in organizations: Advances in theory and research (pp. 322–349). Upper Saddle River: Prentice Hall.

    Google Scholar 

  • Bartunek, J. M. (2004). The importance of contradictions in social intervention. Intervention Research, 1(1), 103–113.

    Google Scholar 

  • Bartunek, J. M. (2006a). The christmas gift: A story of dialectics. Organization Studies, 27(12), 1875–1894.

    Article  Google Scholar 

  • Bartunek, J. M. (2007). Academic-practitioner collaboration need not require joint or relevant research: Toward a relational scholarship of integration. Academy of Management Journal, 50(6), 1323–1333.

    Article  Google Scholar 

  • Bartunek, J. M. (2012). How qualitative research on change can contribute to changing practice. Journal of Applied Behavioral Science, 48(2), 272–277.

    Article  Google Scholar 

  • Bartunek, J. M., & Anthony, C. C. (2016). A time when academic relevance really, truly happened in practice: The US Consumer financial protection bureau. In Keynote address to the strategies, activities and practices interest group. Anaheim: Academy of Management.

    Google Scholar 

  • Bartunek, J. M., & Franzak, F. (1988). The effects of organizational restructuring on frames of reference and cooperation. Journal of Management, 14, 579–592.

    Article  Google Scholar 

  • Bartunek, J. M., & Louis, M. R. (1996a). Insider-outsider team research. Thousand Oaks: Sage.

    Google Scholar 

  • Bartunek, J. M., & Moch, M. K. (1987). First order, second order, and third order change and organization development interventions: A cognitive approach. Journal of Applied Behavioral Science, 23, 483–500.

    Article  Google Scholar 

  • Bartunek, J. M., & Moch, M. K. (1994). Third-order organizational change and the western mystical tradition. Journal of Organizational Change Management, 7(1), 24–41.

    Article  Google Scholar 

  • Bartunek, J. M., & Rynes, S. L. (2010). The construction and contributions of “implications for practice”: What’s in them and what might they offer? Academy of Management Learning & Education, 9(1), 100–117.

    Article  Google Scholar 

  • Bartunek, J. M., & Rynes, S. L. (2014a). Academics and practitioners are alike and unlike: The paradoxes of academic-practitioner relationships. Journal of Management, 40(5), 1181–1201.

    Article  Google Scholar 

  • Bartunek, J. M., & Seo, M. (2002). Qualitative research can add new meanings to quantitative research. Journal of Organizational Behavior, 23, 237–242.

    Article  Google Scholar 

  • Bartunek, J. M., & Woodman, R. W. (2015). Beyond Lewin: Toward a temporal approximation of organization development and change. In F. P. Morgeson (Ed.), Annual review of organizational psychology and organizational behavior (vol. 2, pp. 157–182). Annual Reviews: Palo Alto, CA.

    Google Scholar 

  • Bartunek, J. M., Foster-Fishman, P., & Keys, C. (1996). Using collaborative advocacy to foster intergroup collaboration – a joint insider/outsider investigation. Human Relations, 49, 701–732.

    Article  Google Scholar 

  • Bartunek, J. M., Krim, R., Necochea, R., & Humphries, M. (1999). Sensemaking, sensegiving, and leadership in strategic organizational development. In J. Wagner (Ed.), Advances in qualitative organizational research (Vol. 2, pp. 37–71). Greenwich: JAI Press.

    Google Scholar 

  • Bartunek, J. M., Walsh, K., & Lacey, C. A. (2000). Dynamics and dilemmas of women leading women. Organization Science, 11, 589–610.

    Article  Google Scholar 

  • Bartunek, J. M., Trullen, J., Bonet, E., & Sauquet, A. (2003). Sharing and expanding academic and practitioner knowledge in health care. Journal of Health Services Research & Policy, 8(Suppl. 2), 62–68.

    Article  Google Scholar 

  • Bartunek, J. M., Rousseau, D. M., Rudolph, J., & DePalma, J. A. (2006). On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. Journal of Applied Behavioral Science, 42, 182–206.

    Article  Google Scholar 

  • Bartunek, J. M., Trullen, J., Immediato, S., & Schneider, F. (2007). Front and back stages of the diminished routinization of innovations: What innovation research makes public and organizational research finds behind the scenes. Strategic Entrepreneurship Journal, 1, 295–314.

    Article  Google Scholar 

  • Bartunek, J. M., Austin, J. R., & Seo, M. (2008). The conceptual underpinnings of intervening in organizations. In T. G. Cummings (Ed.), Handbook of organization development (pp. 151–166). Thousand Oaks: Sage.

    Google Scholar 

  • Evered, R., & Louis, M. (1981). Alternative perspectives in the organizational sciences: “Inquiry from the inside” and “Inquiry from the outside”. Academy of Management Review, 6, 385–395.

    Article  Google Scholar 

  • Giorgi, S., Guider, M. E., & Bartunek, J. M. (2014). Productive resistance: A study of change, emotions, and identity in the context of the Apostolic Visitation of U.S. Women Religious, 2008–2012. In N. Phillips, M. Lounsbury, & P. Tracey (Eds.), Research in the Sociology of Organizations, 49, 251–300.

    Google Scholar 

  • Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar, Straus and Giroux.

    Google Scholar 

  • Louis, M., & Bartunek, J. M. (1992). Insider/outsider research teams: Collaboration across diverse perspectives. Journal of Management Inquiry, 1, 101–110.

    Article  Google Scholar 

  • Moch, M. K., & Bartunek, J. M. (1990). Creating alternative realities at work: The quality of work life experiment at FoodCom. New York: HarperBusiness.

    Google Scholar 

  • Ranson, S., Hinings, B., & Greenwood, R. (1980). The structuring of organizational structures. Administrative Science Quarterly, 25(1), 1–17.

    Article  Google Scholar 

  • Rynes, S. L., Bartunek, J. M., & Daft, R. L. (2001). Across the great divide: Knowledge creation and transfer between practitioners and academics. Academy of Management Journal, 44, 340–355.

    Article  Google Scholar 

  • Seo, M., Barrett, L. F., & Bartunek, J. M. (2004a). The role of affective experience in work motivation. Academy of Management Review, 29(3), 423–439.

    Google Scholar 

  • Seo, M., Putnam, L. L., & Bartunek, J. M. (2004b). Dualities and tensions of planned organizational change. In M. S. Poole & A. Van de Ven (Eds.), Handbook of organizational change (pp. 73–109). New York: Oxford University Press.

    Google Scholar 

Further Reading

  • Austin, J. R., & Bartunek, J. M. (2012b). Organization change and development: In practice and in theory. In N. Schmitt & S. Highhouse (Eds.), Handbook of psychology (Vol. 12, pp. 390–410). New York: Wiley.

    Google Scholar 

  • Bartunek, J. M. (1984b). Changing interpretive schemes and organizational restructuring: The example of a religious order. Administrative Science Quarterly, 29, 355–372.

    Article  Google Scholar 

  • Bartunek, J. M. (2006b). The Christmas gift: A story of dialectics. Organization Studies, 27(12), 1875–1894.

    Article  Google Scholar 

  • Bartunek, J. M., & Louis, M. R. (1996b). Insider-outsider team research. Thousand Oaks: Sage.

    Google Scholar 

  • Bartunek, J. M., & Rynes, S. L. (2014b). Academics and practitioners are alike and unlike: The paradoxes of academic-practitioner relationships. Journal of Management, 40(5), 1181–1201.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Three Translation Leadership, 942 E. McCormick Ave, State College, PA, 16801, USA

    John R. Austin

Authors
  1. John R. Austin
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to John R. Austin .

Editor information

Editors and Affiliations

  1. The George Washington University , Cambridge, Massachusetts, USA

    David B. Szabla

  2. Columbia University , New York, New York, USA

    William A. Pasmore

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

    Mary A. Barnes

  4. Columbia University , New York, New York, USA

    Asha N. Gipson

Rights and permissions

Reprints and permissions

Copyright information

© 2017 The Author(s)

About this entry

Cite this entry

Austin, J.R. (2017). Jean Bartunek and the Power of Working Across Boundaries: Dualities and the Missing Voice. 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_30-2

Download citation

  • DOI: https://doi.org/10.1007/978-3-319-49820-1_30-2

  • 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

    Bartunek, Jean, and the Power of Working Across Boundaries: Dualities and the Missing Voice
    Published:
    10 November 2020

    DOI: https://doi.org/10.1007/978-3-319-49820-1_30-3

  2. Jean Bartunek and the Power of Working Across Boundaries: Dualities and the Missing Voice
    Published:
    03 April 2017

    DOI: https://doi.org/10.1007/978-3-319-49820-1_30-2

  3. Original

    Dualities and the missing voice: Jean Bartunek and the power of working across boundaries
    Published:
    16 February 2017

    DOI: https://doi.org/10.1007/978-3-319-49820-1_30-1

Search

Navigation