Jean M Bartunek

Jean M Bartunek
Boston College, USA | BC · Management and Organization

PhD

About

209
Publications
215,776
Reads
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11,504
Citations
Citations since 2016
47 Research Items
5074 Citations
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20162017201820192020202120220200400600800
20162017201820192020202120220200400600800
20162017201820192020202120220200400600800
Additional affiliations
January 1989 - December 2011
Boston College, USA
Education
September 1971 - December 1976
University of Illinois at Chicago
Field of study
  • Social and Organizational Psychology

Publications

Publications (209)
Article
Organizational change literature has long described the ways change efforts are designed and executed, with particular attention to where the change effort initiated: whether from the top down or the bottom up. In this paper, we expand this focus and describe how communities external to organizations can also be initiators of change within organiza...
Chapter
In this commentary, the authors introduce certain paradoxes of religious experience, ways the sacred is both attractive and repulsive, how there are urges to merge with the divine and to meaningfully change the world, how sacred power is both ineffable and accessible, how the divine can best be understood as a coincidence of opposites, how there is...
Article
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In this article, I discuss events associated with leadership and fiscal crises that occurred at NTL during the late 1960s and early 1970s, after Warren Bennis declined to accept the Director position and until a group of NTL members led by Edith Seashore “rescued” NTL in 1975. In particular, I consider Warner Burke’s experience in the midst of thes...
Article
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Chapter
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This chapter is located in social science research that conceives social life, especially inquiry, as a fundamentally relational activity. A relational perspective facilitates greater receptivity to meaningful stakeholder involvement in scientific inquiry. It also questions the traditional conception of objectivity grounded in researcher separation...
Article
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Organization change failure has typically been viewed as occurring when expected outcomes of change have not been met. This view downplays key, but frequently hidden organizational dimensions such as deep structures and temporality. In this paper, drawing inspiration from the story of Alice in Wonderland (Carroll, 2011), we distinguish between surf...
Article
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The expectation that scholarly research should have some impact on practice is being increasingly embraced, though how much this should be and what form impact should take are not often considered as thoroughly as they might be. In this article, I expand understandings and appreciation of the potential in impact by exploring the performativity of s...
Article
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Contemporary emphases on calculating the impact of our scholarship can be deadening if they lead us to refrain from contemplation. Thus, in this essay, I show the importance of contemplation and what contemplative dimensions of our scholarship might include. Based on four lines from the poem “Sometimes” by the poet Mary Oliver, I summarize ways tha...
Conference Paper
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The proposed panel symposium aims at turning spotlight on the role of literature reviews in management research. With an ever-growing body of knowledge, literature reviews have become increasingly important and influential. Yet, there is little scholarly discussion and advice related to literature reviews. Therefore, we aim at discussing various ty...
Article
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Organizational crises have often stimulated scholarly theorizing that has been productive for our field. Rarely, however, are there opportunities to theorize regarding crises that happen in our own professional associations. A crisis experienced by Professor Anita McGahan when she was the President of the Academy of Management, described in an acco...
Article
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In assembly of short responses, noted scholars—including former presidents of the Academy of Management (AOM)—share their perspectives on the events related to AOM leadership following EO13769. The pieces are reflections on the micro-level aspects of leadership and the ethical and moral choices therein.
Article
How can a proponent of change mobilize groups and organizations in support of a common project? Building on an extensive review of social movement theorizing and action, we argue that shared interests, network connections, the availability of resources, and the emergence of political, market and corporate opportunities (the standard topics discusse...
Chapter
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Most discussions of academic-practitioner relationships highlight differences, especially with regard to their relative emphases on rigor or relevance. While not disagreeing with such differences, the authors show: 1) several ways academics and practitioners may be similar in their theorizing and practices; and 2) how these similarities have been a...
Book
While executives are keen to harness organizational knowledge and improve business performance, the topic of how academics can produce rigorous and relevant theory in working relationships with practitioners is a much contested topic. Many aspects of this knowledge co-creation can create tensions, and the ways in which research is conducted and pub...
Chapter
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We explore how scholarly understandings of and the practice of organizational transformation have evolved since Bartunek and Louis's (1988) Research in Organizational Change and Development chapter. While Bartunek and Louis hoped to see strategy scholarship and OD approaches to transformation inform each other, strategy literature has drifted away...
Article
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We review the recent development of evidence-based management (EBMgt), tracing its origins to longstanding gaps between research and practice, discrepant findings across studies, and the emergence of evidence-based medicine (EBMed). We provide a definition of EBMgt and review four foundational articles advocating its use. We then review categories...
Article
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In ever-changing environments, strategic change manifests as a crucial concern for firms and is thus central to the fields of management and strategy. Common and foundational to all strategic change research is time—whether recognized in the extant studies or not. In this article, we thus critically review the existing body of knowledge through a t...
Article
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Corruption recovery is a critical but understudied organizational change. We gained unique access to a company that experienced multiple corruption incidents in the months prior to our survey roll-out that garnered 2,300+ respondents (71%) across 19 business units. We explored how employee perceptions of leaders’ enactment of a core set of values a...
Article
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This paper introduces the special issue focusing on Impact. We present the four papers in the special issue and synthesise their key themes, including dialogue, reflexivity and praxis. In addition, we expand on understandings of impact by exploring how, when and for whom management research creates impact and we elaborate four ideal types of impact...
Poster
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This is a visual abstract for the introductory paper in the British Journal of Mangement’s special issue on impact and management research. The paper can be found in Volume 28, Issue 1, published in January 2017
Chapter
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This chapter addresses the common assumption that research questions are fixed at the outset of a study and should remain stable thereafter. We consider field-based organizational research and ask whether and when research questions can legitimately change. We suggest that change can, does and indeed should occur in response to changes in the conte...
Article
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Following a long period during which attention has been paid predominantly to the role of change agents in organizational change, change recipients and their experiences have finally begun to take center stage. Yet the typical view of recipients has been as passive reactors to change. In this paper we take steps towards highlighting the central, ac...
Chapter
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Conflicts between scholars who are working together are not unusual. Some of these conflicts are famous (or infamous). Freud and Jung came to disagree strongly with each other (Borch-Jacobsen & Shamdasani, 2012). After developing grounded theory together, Glaser and Strauss (1967) had a falling out that led them in two conflicting directions regard...
Article
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The contributions in this Special Issue focus on relationships between sensemaking (primarily), learning, and dynamic complexity. They address a range of phenomena, including mindfulness, radical learning, formal inquiries after dealing with natural disasters, adult learning, and big data. While not explicitly framed as such, the contributions can...
Research
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Book review of Mats ALVESSON & Jörgen SANDBERG (2013), Constructing Research Questions: Doing Interesting Research, Los Angeles, CA: Sage
Article
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Our longitudinal study of the sensemaking and responses to strategic change of the senior management team of a UK multinational subsidiary provides unusual data that enable us to explore the complexity of senior team change related sensemaking. We show senior teams to be distinct interpretive communities rather than one homogeneous category of chan...
Article
Management educators often assume that research-based arguments ought to be convincing to students. However, college students do not always accept even well-documented research findings. Among the reasons this might happen, we focus on the potential role of psychological mechanisms triggered by scholarly arguments that affect students' self-concept...
Article
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While dialogic OD (e.g. Bushe & Marshak, 2009) emphasizes the importance of conversation and dialogue, its treatment of dialogue is somewhat circumscribed. That is, it rarely addresses the roles of tensions and polarities within dialogue and the necessity of handling them in productive ways. In this study, in contrast, we focus on the development o...
Presentation
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The purpose and nature of corporate governance practices are contested, as is the professional nature of scholarship in the area of governance and management. As a result, the highly fragmented landscape of management research constitutes a major barrier for scholars to contribute to the professionalization of governance and management practice. In...
Article
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At the time the Journal of Applied Behavioral Science (JABS) began publishing 50 years ago, much social science scholarship took the form of basic research, with relatively little attention to practice. Thanks to the impetus of Kurt Lewin and the National Training Laboratories, the focus of JABS was much more on relationships between theory and pra...
Article
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This is a world suffused with dynamic complexity in which the past no longer stands as a sensible guide to the present. This poses problems for sensemaking as people seek to redeploy concepts in order to ward off blind perceptions and redirect perceptions to ward off empty conceptions. It also prompts a reappraisal of the link between sensemaking a...
Conference Paper
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In this paper we define the construct of recipients' change proactivity and provide an integrative model, describing the concept's antecedents and outcomes. Our starting point was the literature on change recipients' reactions to change, in which change recipients are typically viewed as passive participants in the change process. Contrarily, we hi...
Conference Paper
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Engaged scholarship (Van de Ven, 2007) is a collaborative form of inquiry involving academics and practitioners working on complex problems to co-produce knowledge. Van de Ven and Johnson (2006) proposed broad conceptual foundations for such scholarship based on five essential elements, a focus on big questions grounded in reality whose dimensions...
Article
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In this essay we challenge standard approaches to the academic-practitioner gap that essentially pit sides against each other, treating them as dichotomous. Instead, we identify and suggest ways of working with such dichotomies to foster research and theory building. We delineate several tensions associated with the gap, including differing logics,...
Chapter
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We discuss a recent effort of institutional resistance in the context of the 2008–2011 Apostolic Visitation of U.S. women religious motivated by Vatican concerns about perceived secularism and potential lack of fidelity among Catholic sisters. We examined the process of and women’s responses to the Visitation to shed light on the institutional work...
Article
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We describe the new dialogic organization development (OD) fleshed outby Bushe & Marshak (2009). In comparing this approach with the old diagnostic OD, we explore the limitations of Lewin's (1947) unfreeze-change-freeze model for depicting organizational change over time. We develop an approach that more fully approximates an adequate temporal mode...
Article
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The Silences of the Archives, the Reknown of the Story. The Martin Guerre affair has been told many times since Jean de Coras and Guillaume Lesueur published their stories in 1561. It is in many ways a perfect intrigue with uncanny resemblance, persuasive deception and a surprizing end when the two Martin stood face to face, memory to memory, befor...
Article
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This response is being written primarily from the perspective of the Boston College Center for Corporate Citizenship and insights derived from extensive interactions with its members. This enables a different perspective on the focal article by Aguinis and Glavas (2013) than one primarily based on macro/micro distinctions in academic scholarship.
Conference Paper
In this study, we discuss and conceptualize “episodic gratitude,”. We define this construct as beneficiaries’ positive emotional response to others in a social interaction at work, which involves acknowledging, evaluating, and attributing the benefit of the interaction to the others’ benevolent giving, and is accompanied by prosocial motivations. W...
Article
Teaching from an evidence-based perspective relies on bringing the best scientific evidence to the classroom. However, research shows that people may not believe even well- documented research findings in management and other areas. Among the reasons that people might reject particular research results, we focus on the potential role of self- motiv...
Article
Despite the ubiquity as well as criticality of the management function, the theoretical reconciliation of core management ideas and their broad-based central insights has long proved elusive. Management has a rich, multi-disciplined, multi-level, and multi-methodological history yet (or perhaps because of this) there remains no single, comprehensiv...
Article
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We as management scholars have a rather straightforward set of charges: discover how and why organizational systems work, and apply this knowledge to help improve them. The former is done primarily through our research and typically takes place by means of internal conversations within our specific community. To this end, we try to develop theory a...
Chapter
Organization development and change (ODC) is a term used to refer to organization development (OD) as it emerged in the 1950s and 1960s as a discrete area of inquiry. The term also refers to subsequent developments in planned organizational change and broader labels (such as change management) since the mid-20th century. ODC originally focused on h...
Article
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In this article we introduce AMR's Special Topic Forum on Understanding and Creating Caring and Compassionate Organizations. We outline why the time is right for such a forum, uncover scholarly and philosophical roots of a focus on compassion and care, and provide a brief introduction to the diverse and rich set of articles contained in this forum....
Article
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In Charles Dickens' book A Christmas Carol, Scrooge was visited by three Spirits, of the past, present, and future, who, by means of dire warnings, inspired him to reform his life. In this chapter, we describe four Spirits of organization development (OD) who, despite dire predictions of OD's demise over the past 30 years, suggest why OD still live...
Article
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Several barriers, grounded in differences in knowledge, training, skills, and awareness, interfere with academics communicating successfully with practitioners about evidence. We describe several ways to reduce such barriers. These include providing sources that are trustworthy and accessible to managers; developing managerial skill in diagnosis; c...
Article
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Discussions of Christmas sometimes focus on the paradox of its being both a Christian Holy Day and a secular shopping season, implicitly suggesting their equivalence. In this article we demonstrate the inadequacy of such statements. We explore the ongoing evolution of Christmas in the Northeast United States since the 17th century, and we show how,...
Article
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On the basis of a qualitative, induction-driven study of six cases, we developed a process model of how former members of defunct organizations found new organizations to sustain valued elements of organizational life. Our model suggests that this process unfolds through four periods of organizing: disintegration, demise, gestation, and rebirth. Th...
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Large Group Interventions, methods for involving “the whole system” in a change process, are important contemporary planned organizational change approaches. They are well known to practitioners but unfamiliar to many organizational researchers, despite the fact that these interventions address crucial issues about which many organizational researc...
Article
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To examine how leading clinical journals report research findings, aiming to assess how they frame their implications for medical practice and to compare that literature's patterns with those of the management literature. Clinically relevant research articles from three leading clinical journals (N Engl J Med, JAMA, and Ann Intern Med). Review of w...