Skip to main content
SpringerLink
Log in

Wandel, Innovation und Transformation

  • Chapter
  • First Online:
Management

  • 45k Accesses

Zusammenfassung

In Kapitel 8 werden die Grundlagen für das Change Management und die Transformation von Unternehmen vorgestellt. Zunächst liegt der Fokus auf dem klassischen Planansatz, der den Wandel mit möglichst genauer Planung bewältigbar machen möchte. Es schließt sich die Kritik an, die vor allem auf die verhaltensbedingten Schwierigkeiten bei der Gestaltung von Wandelprozessen hinweist. Aus dieser verhaltenswissenschaftlich fundierten Kritik ist der im Anschluss daran vorgestellte Ansatz der Organisationsentwicklung hervorgegangen, der insbesondere verschiedene Interventionen zur Begünstigung von Wandelprozessen umfasst. Im Anschluss werden allgemeine Wandeltheorien beschrieben; vor allem wird dem episodischen Wandel das Modell des kontinuierlichen Wandels gegenübergestellt. Letzteres wird sodann mit der Theorie organisatorischen Lernens verknüpft. Hierzu werden Lernprozesse, Lernebenen und Lernformen unterschieden. Lernen wird sodann als Veränderung der Wissensbasis vorgestellt. Hieran schließt sich die Darlegung des Wissensmanagements und der Wissensformen an. Diese Ausführungen werden mit dem Innovations-Modell der Absorptive Capacity ergänzt. Abschließend wird eine Theorie zur Balance von Stabilität und Wandel gezeigt, die dem modernen Change Management als Grundlage dienen kann.

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

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 49.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 64.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    Übersetzt aus dem Englischen; Autoren unbekannt (Verf. sind für Hinweise dankbar)

Literatur

  • Ameln, F. v./Kramer, J. (2007), Organisationen in Bewegung bringen – Handlungsorientierte Methoden für die Personal-, Team- und Organisationsentwicklung, Heidelberg.

    Google Scholar 

  • Amis, J./Slack, T./Hinings, C. R. (2004), The pace, sequence, and linearity of radical change, in: Academy of Management Journal 47, S. 15–39.

    Google Scholar 

  • Anderl, M.L./ Reineck, U (2016), Handbuch Prozessberatung, 2. Aufl., Weinheim/Basel

    Google Scholar 

  • Argote, L./Ingram, P./Levine, J. M./Moreland, R. L. (2000), Knowledge transfer in organizations: Learning from the experience of others, in: Organizational Behavior and Human Decision Processes 82, S. 1–8.

    Google Scholar 

  • Argyris, C. (1982), Reasoning, learning and action, San Francisco.

    Google Scholar 

  • Argyris, C. (1990), Overcoming organizational defenses, Boston.

    Google Scholar 

  • Argyris, C./Schön, D. A. (1996), Organizational learning II: A theory of action perspective, Reading/Mass.

    Google Scholar 

  • Bandura, A. (1986), Social foundations of thought and action: A social cognitive theory, Englewood Cliffs, New Jersey.

    Google Scholar 

  • Beckhard, R. (1969), Organization development: Strategies and models, Reading/Mass.

    Google Scholar 

  • Beer, M. (2000), Breaking the code of change, Cambridge/Mass.

    Google Scholar 

  • Bingham, C. (2009), Oscillating improvisation: How entrepreneurial firms create success in foreign market entries over time, in: Strategic Entrepreneurship Journal, 3, S. 321–345.

    Google Scholar 

  • Björklund, C./Grahn, A./Jensen, I./Bergström, G. (2007), Does survey feedback enhance the psychosocial work environment and decrease sick leave? In: European Journal of Work and Organizational Psychology 16, S. 76–93.

    Google Scholar 

  • Blackler, F. (1995), Knowledge, Knowledge Work and Organizations: An Overview and Interpretation, in: Organization Studies 16 (6), S. 1021–1046.

    Google Scholar 

  • Brown, J. S./Duguid, P. (2001), Knowledge and Organization: A Social-Practice Perspective, in: Organization Science 12 (2), S. 198–213.

    Google Scholar 

  • Brown, S. L./Eisenhardt, K. M. (1997), The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations, in: Administrative Science Quarterly 42, S. 1–34.

    Google Scholar 

  • Buchanan, D./Badham, R. (2008), Power, politics, and organizational change: Winning the turf game, 2. Aufl., Los Angeles.

    Google Scholar 

  • Burnes, B. (2004), Kurt Lewin and the planned approach to change: A re-appraisal, in: Journal of Management Studies 41, S. 977–1002.

    Google Scholar 

  • Carlile, P. R. (2002), A pragmatic view of knowledge and boundaries: Boundary objects in new product development, in: Organization Science 13 (4), S. 442–455.

    Google Scholar 

  • Christensen, C. M./Raynor, M./McDonald, R. (2015), What is disruptive innovation? In: Harvard Business Review 93, December, S. 44–53.

    Google Scholar 

  • Cohen, W. M./Levinthal, D. A. (1990), Absorptive capacity: A new perspective on learning and innovation, in: Administrative Science Quarterly 35, S. 128–152.

    Google Scholar 

  • Cummings, T. G./Worley, C. G. (2018), Organization development and change, 11. Aufl., Minneapolis/St. Paul.

    Google Scholar 

  • Dalkir, K. (2011), Knowledge management in theory and practice, 2. Aufl., MIT Press.

    Google Scholar 

  • D’Aveni, R. A. (1994), Hypercompetition: Managing the dynamics of strategic maneuvering, New York.

    Google Scholar 

  • Davenport, T. H./Prusak, L. (1998), Working knowledge, Cambridge/Mass.

    Google Scholar 

  • Day, D. V./Lord, R. G. (1992), Expertise and problem categorization: The role of expert processing in organizational sense-making, in: Journal of Management Studies 29, S. 35–47.

    Google Scholar 

  • De Holan, M./Phillips, N./Lawrence, T. B. (2004), Managing organizational forgetting, in: MIT Sloan Management Review 45 (2), S. 45–51.

    Google Scholar 

  • Domsch, M. E./Ladwig, D. (2013) (Hrsg.), Handbuch Mitarbeiterbefragung, 3. Aufl., Berlin u. a.

    Google Scholar 

  • Duncan, R./Weiss, A. (1979), Organizational learning: Implications for organizational design, in: Staw, B. M. (Hrsg.), Research in Organizational Behavior, Bd. 1, Greenwich, Connecticut, S. 75–125.

    Google Scholar 

  • Dutton, J. E./Fahey, L./Narayanan, V. K. (1983), Toward understanding strategic issue diagnosis, in: Strategic Management Journal 4, S. 307–323.

    Google Scholar 

  • Eisenhardt, K. M./Martin, J. A. (2000), Dynamic capabilities – What they are? In: Strategic Management Journal 21, S. 1105–1121.

    Google Scholar 

  • Ford, J. D./Ford, L. W./ D‘Amelio, A. (2008), Resistance to change: The rest of the story. In: Academy of Management Review 33 (2), S. 362–377.

    Google Scholar 

  • Geiger, D. (2006), Wissen und Narration, Berlin.

    Google Scholar 

  • Gersick, C. J. G. (1991), Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm, in: Academy of Management Review 16, S. 10–36.

    Google Scholar 

  • Gherardi, S./Nicolini, D. (2002), Learning in a constellation of interconnected practices: Canon or dissonance?, in: Journal of Management Studies 39 (4), S. 419–436.

    Google Scholar 

  • Gherardi, S./Strati, A. (2013), Learning and knowing in practice-based studies, Chaltenham.

    Google Scholar 

  • Gomez, P. Y./Jones, B. C. (2000), Conventions: An interpretation of deep structure in organizations, in: Organization Science 11, S. 696–708.

    Google Scholar 

  • Gorman, M. E. (2002), Types of knowledge and their roles in technology transfer, in: The Journal of Technology Transfer 27, S. 219–231.

    Google Scholar 

  • Grant, R. M. (1996), Toward a knowledge-based theory of the firm, in: Strategic Management Journal 17, S. 109–122.

    Google Scholar 

  • Greiner, L. E. (1967), Patterns of organization change, in: Harvard Business Review 45 (3), S. 119–130.

    Google Scholar 

  • Hauschildt, J./Salomo, S. (2016), Innovationsmanagement, 6. Aufl., München.

    Google Scholar 

  • Hedberg, B. T. (1981), How organizations learn and unlearn, in: Nystrom, P. C./Starbuck, W. H. (Hrsg.), Handbook of organizational design, New York, S. 3–27.

    Google Scholar 

  • Huber, G. P. (1991), Organizational learning: The contributing processes and the literature, in: Organization Science 2, S. 88–115.

    Google Scholar 

  • Julian, S. D./Ofori-Dankwa. J. C. (2008), Toward an integrative cartography of two strategic issue diagnosis frameworks, in: Strategic Management Journal 29, S. 93–114.

    Google Scholar 

  • Kets de Vries, M. F. R. (2001), Struggling with the demon: Perspectives on individual and organizational irrationality, Madison/Connecticut.

    Google Scholar 

  • Kotter, J. (2012), Leading change, Neuaufl. 1R, Boston.

    Google Scholar 

  • Lawrence, P. R. (1969), How to deal with resistance to change, in: Harvard Business Review, 47(1), S. 4–6.

    Google Scholar 

  • Levitt, B./March, J. G. (1988), Organizational learning, in: Annual Review of Sociology 14, S. 319–340.

    Google Scholar 

  • Lewin, K. (1958), Group decision and social change, in: Maccoby, E. E./Newcomb, T. M./Hartley, E. L. (Hrsg.), Readings in social psychology, 3. Aufl., New York, S. 197–211.

    Google Scholar 

  • Likert, R. (1967), The human organization: Its management and value, New York.

    Google Scholar 

  • Luhmann, N. (1984), Soziale Systeme, Grundriss einer allgemeinen Theorie, Frankfurt am Main.

    Google Scholar 

  • Luhmann, N./Schorr, K. E. (1979), Reflexionsprobleme im Erziehungssystem, Stuttgart.

    Google Scholar 

  • Malone, T. W./Laubacher, R./Scott Morton, M. S. (2003)(Hrsg.), Inventing the organization of the 21th century, Cambridge/Mass.

    Google Scholar 

  • March, J. G. (1991), Exploration and exploitation in organizational learning, in: Organization Science 2 (1), S. 71–87.

    Google Scholar 

  • March, J. G./Olsen, J. P. (1979), Ambiguity and choice in organizations, Bergen.

    Google Scholar 

  • Marsick, V. J./Watkins, K. E. (2001), Informal and incidental learning, in: New Directions for Adult and Continuing Education 2001 (89), S. 25–34.

    Google Scholar 

  • Mertins, K./Kohl, H. (2009) (Hrsg.), Benchmarking: Leitfaden für den Vergleich mit den Besten, 2. Aufl., Düsseldorf.

    Google Scholar 

  • Miles, R. E./Miles, G./Snow, C.C. (2005), Collaborative entrepreneurship: How communities of networked firms use continous innovation to create economic wealth, Stanford.

    Google Scholar 

  • Miller, D. (1990), The Icarus paradox: How excellent organizations can bring about their own downfall, New York.

    Google Scholar 

  • Nelson, R. R./Winter, S. G. (1982), An evolutionary theory of economic change, Cambridge/Mass.

    Google Scholar 

  • Nickerson, J. A./Zenger, T. R. (2004), A knowledge-based theory of the firm – The problem-solving perspective, in: Organization Science 15, S. 617–632.

    Google Scholar 

  • Nonaka, I. (1994), A dynamic theory of organizational knowledge creation, in: Organization Science 5 (1), S. 14–37.

    Google Scholar 

  • Nonaka, I./Takeuchi, H. (1995), The knowledge creating company: How japanese companies create the dynamics of innovation, New York.

    Google Scholar 

  • Polanyi, M. (1958), Personal knowledge. Towards a post-critical philosophy, Chicago.

    Google Scholar 

  • Polanyi, M. (1966), The tacit dimension, London.

    Google Scholar 

  • Porac, J. F./Thomas, H./Wilson, F./Paton, D./Kanfer, A. (1995), Rivalry and the industry model of Scottish knitwear manufacturers, in: Journal of Management Studies 26, S. 397–416.

    Google Scholar 

  • Probst, G./Raub, S./Romhardt, K. (2013), Wissen managen: Wie Unternehmen ihre wertvollste Ressource optimal nutzen, 7. Aufl., Wiesbaden.

    Google Scholar 

  • Reichwald, R./Piller, F. (2009), Interaktive Wertschöpfung: Open innovation, Individualisierung und neue Formen der Arbeitsteilung, 2. Aufl., Wiesbaden.

    Google Scholar 

  • Romanelli, E./Tushmann, M. L. (1994), Organizational transformation as punctuated equilibrium: An empirical test, in: Academy of Management Journal 37, S. 1017–1033.

    Google Scholar 

  • Schein, E. H. (1988), Process consultation: Its role in organization development, Bd. I, 2. Aufl., Reading/Mass.

    Google Scholar 

  • Schilling, M. A. (1998), Technological lockout: An integrative model of the economic and strategic factors driving technology success and failure, in: Academy of Management Review 23, S. 267–284.

    Google Scholar 

  • Schilling, J./Kluge, A. (2009), Barriers to organizational learning: An integration of theory and research, in: International Journal of Management Reviews 11, S. 337–360.

    Google Scholar 

  • Schreyögg, A. (2012), Coaching: Eine Einführung für Praxis und Ausbildung, 7. Aufl., Frankfurt am Main.

    Google Scholar 

  • Schreyögg, G. (1989), Zu den problematischen Konsequenzen starker Unternehmenskulturen, in: Zeitschrift für betriebswirtschaftliche Forschung 41, S. 94–113.

    Google Scholar 

  • Schreyögg, G./Geiger, D. (2007), The significance of distinctiveness: A proposal for rethinking organizational knowledge, Organization 14, S. 77–100.

    Google Scholar 

  • Schreyögg, G./Schmidt, S. (2010), Absorptive Capacity – Schlüsselpraktiken für die Innovationsfähigkeit von Unternehmen, WiSt – Wirtschaftswissenschaftliches Studium 39, S. 474–479.

    Google Scholar 

  • Schreyögg, G./Sydow, J. (Hrsg.) (2010), The hidden dynamics of path dependence: Institutions and organizations, New York.

    Google Scholar 

  • Selvini-Palazzoli, M./Boscolo, L./Cecchin, G./Prata, G. (1985), Paradox und Gegenparadox (Übers. a. d. Italienischen), Stuttgart.

    Google Scholar 

  • Skinner, B. F. (1938), The behavior of organisms, New York.

    Google Scholar 

  • Sørensen, J. B. (2002), The strength of corporate culture and the reliability of firm performance, in: Administrative Science Quarterly 47, S. 70–91.

    Google Scholar 

  • Sydow, J./Schreyögg, G./Koch, J. (2009), Organizational path dependence: Opening the black box, in: Academy of Management Review 34, S. 689–709.

    Google Scholar 

  • Szulanski, G. (2002), Sticky knowledge: Barriers to knowing in the firm, London.

    Google Scholar 

  • Thomas, R./Hardy, C. (2011), Reframing resistance to organizational change, in: Scandinavian Journal of Management 27, S. 322–331.

    Google Scholar 

  • Tripsas, M./Gavetti, G. (2000), Capabilities, cognition, and inertia: Evidence from digital imaging, in: Strategic Management Journal 21 (Special Issue 10/11), S. 1147–1161.

    Google Scholar 

  • Tushman, M. L./Newman, W. H./Romanelli, E. (1986), Convergence and upheaval: Managing the unsteady pace of organizational evolution, in: California Management Review 29 (1), S. 29–44.

    Google Scholar 

  • Vermeulen, F./Barkema, H. (2001), Learning through acquisitions, in: Academy of Management Journal 44, S. 457–476.

    Google Scholar 

  • von Hippel, E. (1986), Lead users: A source of novel product concepts, in: Management Science 32, S. 791–805.

    Google Scholar 

  • von Pechmann, F./ Midler, C./ Maniak, R./ Charue-Duboc, F. (2015) Managing systemic and disruptive innovation: Lessons from the Renault Zero Emission Initiative. In: Industrial and Corporate Change 24, S. 677–695.

    Google Scholar 

  • Watson, G. (1975), Widerstand gegen Veränderungen, in: Bennis, W. G./Benne, K. D./Chin, R. (Hrsg.), Änderung des Sozialverhaltens, Stuttgart.

    Google Scholar 

  • Watson, J. B. (1930), Behaviorism, Chicago.

    Google Scholar 

  • Weick, K. E. (1977), Organization design: Organizations as self-designing systems, in: Organizational Dynamics 6 (2), S. 31–46.

    Google Scholar 

  • Weick, K. E. (1991), The nontraditional quality of organizational learning, in: Organization Science 2, S. 116–124.

    Google Scholar 

  • Weick, K. E. (1995), Sensemaking in organizations, Thousand Oaks.

    Google Scholar 

  • Weick, K. E./Quinn, R. E. (1999), Organizational change and development, in: Annual review of psychology 50 (1), S. 361–386.

    Google Scholar 

  • Wenger, E. C./Snyder, W. M. (2000), Communities of Practice: The Organizational Frontier, in: Harvard Business Review 78 (1), S. 139–145.

    Google Scholar 

  • Wilkesmann, U./Rascher, I. (2002), Lässt sich Wissen durch Datenbanken managen?, in: Zeitschrift Führung + Organisation 71 (6), S. 342–351.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Freie Universität Berlin, Berlin, Deutschland

    Georg Schreyögg

  2. Europa-Universität Viadrina, Frankfurt (Oder), Deutschland

    Jochen Koch

Authors
  1. Georg Schreyögg
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Jochen Koch
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2020 Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Schreyögg, G., Koch, J. (2020). Wandel, Innovation und Transformation. In: Management. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-26514-4_8

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-26514-4_8

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-658-26513-7

  • Online ISBN: 978-3-658-26514-4

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics

Search

Navigation