RESEARCH INTERESTS
My research interests center on the theme of redemptive organizing. I research those instances of organizational life where individual and organizational change transform negatively-valenced conditions into constructive outcomes. Some specific areas I am studying include:
· organizational death and afterlife
· the role of adult attachment in the creation and persistence of deep structure identification
· mourning as a generative mechanism in organizational life
· the role of leaders in crafting legacy organizational identities
DISSERTATION
Title: The Role of
Deep Structure Identification in Organizational Afterlife
Overview: Some organizations effectively vanish when
they die, but many others have organizational afterlife, or ongoing organizing
that preserves valued organizational elements beyond death. These organizations play a prominent role in
the social identities of those individuals who are involved in afterlife. Individuals may be especially likely to
participate in afterlife when they have deep structure identification, which
does not depend on situational cues and often persists after job loss or
organizational death. The purpose of this study is to develop and test a
relatively parsimonious theoretical model of the role of deep structure
identification in individuals’ participation in afterlife by exploring its
“deep structure” and its influence on individuals’ involvement in
organizational afterlife.
Committee: Jean M.
Bartunek (Chair), Mary Ann Glynn, William Stevenson
PUBLICATIONS
Bartunek, J.M., Huang, Z. & Walsh, I.J. 2008. The development of a process model of collective turnover. Human Relations, 61: 5-38.
Walsh, I.J. & Bartunek, J.M. 2007. Explicit Knowledge. In S. Clegg and J.M. Bailey (Eds.) International Encyclopedia of Organization Studies. London: Sage.
ARTICLES UNDER REVIEW
Walsh, I.J.,
Bhatt, M, & Bartunek, J.M. 2008.
Creating organizational knowledge in the Chinese context (Conditional
Acceptance; Management and Organization Review)
Walsh, I.J. & Bartunek, J.M. Cheating the Fates: A process model of organizational afterlife (under review; Administrative Science Quarterly)
MANUSCRIPTS
How planned organizational change changes itself (with Jean Bartunek & Reut Livne-Tarandach)
The role of leaders in crafting legacy organizational identities (with Mary Ann Glynn)
A model of deep structure identification: Its components, antecedents and consequences.
CONFERENCE PRESENTATIONS
Livne-Tarandach, R., Walsh, I.J., & Bartunek, J.M. 2007. There can’t be planned organizational change without emergent organizational change and vice versa: How to connect them. Paper presented at the NSF-HCIT Sponsored Conference on Organizational Change, Baltimore, MD.
Walsh, I.J. 2007. Creating organizational afterlife through mourning processes. Paper presented at the Academy of Management Annual Meeting, Philadelphia, PA.
Bartunek, J.M., Huang, Z., & Walsh, I.J. 2006. The development of a process model of collective turnover. Paper presented at Organization Studies Group Colloqium, Massachusetts Institute of Technology, Cambridge, MA.
Walsh, I.J. 2006. Cheating the Fates: A process model of organizational afterlife. Paper to be presented at the annual meeting of the Academy of Management, Atlanta, GA.
Walsh, I.J. & Bartunek, J.M. 2006. Creating organizational knowledge in the Chinese context. Paper presented at the International Association of Chinese Management Research conference, Nanjing, China.
Walsh, I.J. 2005. Not going gentle into that good night: Pursuing organizational afterlife. Paper presented at the annual meeting of the Academy of Management, Honolulu, HI.
Walsh, I.J. 2005. Reactions to power in agency relationships: Integrating agency and resource dependence theories. Paper presented at the annual meeting of the Eastern Academy of Management, Springfield, MA.
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