Twentieth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

The first two decades of the 21st century have experienced a high velocity of change in social economy and communication technology (Herscovitch and Meyer, 2002; Cascio, 1995). Many concepts of management have become obsolete (Drucker, 1994; Grove, 1999). Organizational change should be pluralistic, entailing engagement between social science and management research on change and innovation (Pettigrew, Woodman and Cameron, 2001), and requiring alternative models and theories (Morrison and Milliken, 2000). Unfortunately, studies showed that approximately 70% of major organizational changes fail, and many managers do not know how to execute changes effectively (Smith, 2002; Rosenberg and Mosca, 2011). This paper aims to propose a new construct of critical change by self-forced actions with action value as the central idea, together with the modification and extension of a revised model of Bird’s (1988) contexts of entrepreneurial intentionality by Boyd and Vozikis (1994).