This volume includes papers by an international and diverse set of authors including Michael Beer, Victor Friedman, Luiz Gomez \u0026 Donna Ballard, Ethan Berstein \u0026 Frank Barrett, Karen Jansen \u0026 David Hoffman, Guido Maes \u0026 Geert Van Hootegem, and Tobias Fredberg, Flemming Norrgren \u0026 Rami Shani. The ideas expressed by these authors are as diverse as their backgrounds. New methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein \u0026 Barrett); and new theories for understanding change processes (Gomez \u0026 Ballard). The universal constant is change, and there are various ideas about sustaining change (Fredberg, Norrgren \u0026 Shani), mapping momentum changes during change efforts (Jansen \u0026 Hoffman), and exploring Lewin's notions of the criticality of social space to facilitate change (Friedman). This text demonstrates that as academics we advance the work in our field by looking forward and looking back. Understanding the origins of our theories and beliefs can be as important as pioneering new ideas and methodologies.
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