| Abstract: | The cognitive model used by theorists andpractitioners to understand organization change is mostlikely based on Kuhn's paradigm scheme of normal (i.e.,the routine verification of the dominant theory in any historical period) vs. revolutionary(i.e., the abrupt development of a rival paradigm thatcan only be accepted gradually by the scientificcommunity) science. This perspective suggests thatscientific revolutions are rare. However, this articlecontends that changes are occurring so rapidly ininnovative organizations that Kuhnian notions ofscientific revolutions do not adequately describe thisphenomena. Rather, these changes are more congruent withSir Karl Popper's concept of revolution in permanence.The conclusions of this research should alloworganization stakeholders to better understand (1) the process of change in innovative organizations,and (2) how to facilitate these changes. |
