April 29, 1999
Organizational Dimensions of Global Change is the first book in a new series designed to facilitate an emergent dialogue around the issue of global change and cooperative potential, across disciplines and national boundaries. Written by an interdisciplinary group of leading scholars, the book explores how organizational scholarship and thinking can inform an understanding of global change issues and examines the potential of cooperation as a practice, and organizing accomplishment, and a value for understanding issues of global change. It opens up conversations and research paths and addresses basic questions such as, What do we mean by global change research? What can organizational scholarship contribute to understanding the human dimensions of global change? If we were to offer a priority agenda for research and inquiry, what questions would we be asking? What kinds of research would have a high probability of making a large contribution to knowledge as well as a timely relevance for action? Topics discussed include global women leaders, corporations as agents of global change, international networking, the development of global environmental regimes, and collaborative knowledge creation.
Organizational Dimensions of Global Change is an essential resource for students and scholars in the fields of organization and management science, policy studies, international relations and development studies, and earth system science, as well as the disciplines of sociology, economics, anthropology, political science, and psychology.
David L. Cooperrider is Associate Professor of Organizational Behavior and Chair of the Social Innovations in Global Management (SIGMA) program at the Weatherhead School of Management, Case Western Reserve University. He is a former chair of the National Academy of Management’s Division of Organizational Development and Change. From 1994 to 1997, he served as Principal Investigator of the a $3.5 million grant from USAID working with international organizations dealing with global issues of human health, environment, peace, and development. As part of this grant (reviewed for 1997-2000), he and his colleagues have organizational learning projects in 57 organizations in more than 100 countries. Most of these efforts are inspired by the “appreciative inquiry” methodology for which he is known.
Professor Cooperrider has published in journals such as Human Relations, Administrative Science Quarterly, Journal of Applied Behavioral Science, and Contemporary Psychology, and he has participated in research series, including Advances in Strategic Management, Research in Organization Development and Change, and Inquiries in Social Construction. He is editor of a new Sage book series, Human Dimensions of Global Chan ge. He has served as researcher-consultant to a wide variety of organizations, including BP America, GTE, Touche Ross Canada, World Vision, Nature Conservancy, Cleveland Clinic, Imagine Chicago, TechnoServe, Omni Hotels, and the Mountain Forum.
Jane E. Dutton is the William Russell Kelly Professor of Business Administration at the University of Michigan Business School. She taught at New York University for 6 years before joining the Michigan faculty. Her research focuses on invisible relational work in organizations – what it is and why it matters. She is searching for ways to write and ways to theorize that put the relational side of organizational life center stage. Right now, she is doing all of her work on the construction of care for place and is studying people who do cleaning in all kinds of contexts. Her research activities have appeared in Administrative Science Quarterly, Academy of Management Review, and Academy of Management Journal, as well as a variety of other journals. She serves on the editorial boards of Administrative Science Quarterly and Organization Science. She is co-director of the Interdisciplinary Committee of Organization Studies (ICOS) at the University of Michigan.