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Recent Papers


  • Van de Ven A.H., Leung, R., Bechara, J. and Sun, K. 2012. “Changing organizational designs and performance frontiers,” Organization Science.
  • Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A.H. 2013. “Process studies of change in organization and management: Unveiling temporality, activity and flow,” Academy of Management Journal.  56, 1: 1-13.*
  •  Delbecq, A., Bryson, J., & Van de Ven, A.H. 2013 “University Governance: Lessons from an Innovative Design for Collaboration,” Journal of Management Inquiry. 2, 4: 382-392.
  • Jarzabkowski, P., Le, J. & Van de Ven, A.H., 2013.  "Responding to competing strategic demands: How organizing, belonging, and performing paradoxes co-evolve,” Strategic Organization.  11, 3: 245-280.
  •  Van de Ven, A.H. & Lifschitz, A. 2013. Rational and reasonable microfoundations of markets and institutions, Academy of Management Perspectives, 27, 2: 156-172.
  • Van de Ven, A.H., Ganco, M. & Hinings, C.R. 2013. “Returning to the frontier of contingency theory of organizational and institutional design,” Academy of Management Annals, Vol. 7: 1, pp. 391-438.
  • Garud, R., Tuertscher, P., & Van de Ven, A.H. 2013. “Perspectives on innovation processes,” Academy of Management Annals, Vol 7, 1: 773-817
  • Engler, E.E., Jones, S.L. & Van de Ven, A.H. 2013. “Organizing Healthcare for Changing Markets: The Case of Ascension Health,” Journal of Organization Design, 2,  3-15.
  • Solberg, L.I., Crain, A.L., Jaeckels, N., Ohnsorg, K.A., Margolis K.L., Beck, A., Robin R Whitebird,R.R., Rossom, R.C., Crabtree, B.F., & Van de Ven, A.H. 2013. “The DIAMOND initiative: Implementing collaborative care for depression in 75 primary care clinics,” Implementation Science.
  • Jing, R. & Van de Ven, A.H. 2014. “A ‘Yin-yang model of organizational change: The case of CBG,” Forthcoming in  Management and Organization Review.