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About Karen Golden-Biddle
Karen Golden-Biddle is Questrom Professor in Management at Boston University. She is a sought-after voice on business discovery, transformation, and cultural change. Karen works with current and future leaders to catalyze a new practice of people-driven discovery for transformation.
Karen’s culture-focused methods are based on her field-based research, teaching and consulting with a wide range of companies such as Ericsson International, British Petroleum, and the American Cancer Society.
Karen has been featured in academic journals such as Organization Science and the Academy of Management Journal as well as Harvard Business Review and Sloan Management Review. Karen’s work on discovery, transformation and qualitative research is used in doctoral programs at top business schools around the world including Harvard Business School, The Wharton School, Ross Michigan, and Cambridge Judge Business School.
Karen was inducted into the Academy of Management as a Fellow in 2018. Link in with her today.
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Books By Karen Golden-Biddle
- Now expanded, Chapter 5 takes an extensive look at manuscripts prior to publication.
- The text offers useful strategies for addressing the writing issues that researchers face when shepherding a manuscript from invention to publication.
- The book includes real-world examples drawn from many disciplines and publications to demonstrate styles, concepts, challenges, and potential outcomes from writing qualitative research.
- The work features an expanded list of additional reference materials (online guides included).
How can application of a positive lens to understanding social change and organizations enrich and elaborate theory and practice? This is the core question that inspired this book. It is a question that brought together a diverse and talented group of researchers interested in change and organizations in different problem domains (sustainability, healthcare, and poverty alleviation). The contributors to this book bring different theoretical lenses to the question of social change and organizations. Some are anchored in more macro accounts of how and why social change processes occur, while others approach the question from a more psychological or social psychological perspective. Many of the chapters in the book travel across levels of analyses, making their accounts of social change good examples of multi-level theorizing. Some scholars are practiced and immersed in thinking about organizational phenomena through a positive lens; for others it was a total adventure in trying on a new set of glasses. However, connecting all contributing authors was an excitement and willingness to explore new insights and new angles on how to explain and cultivate social change within or across organizations. This edited volume will be of interest to an international community who seek to understand how organizations and people can generate positive outcomes for society. Students and researchers in organizational behavior, management, positive psychology, leadership and corporate responsibility will find this book of interest.