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"This article analyzes different perspectives dealing with organizational change and the dissemination of ideas and practices between different contexts. Through an investigation into projects featuring cooperation between Swedish and Estonian civil society organizations, the chapter demonstrates how different concepts brought together can further our understanding of such processes." (author's abstract)

"This article analyzes different perspectives dealing with organizational change and the dissemination of ideas and practices between different contexts. Through an investigation into projects featuring cooperation between Swedish and Estonian civil society organizations, the chapter demonstrates how different concepts brought together can further our understanding of such processes." (author's abstract).

Discusses changes in the nature of personal engagement with a project on women's situations in Hungary that evolved from a 1984 dissertation thesis as a process of shifting borders & perspectives. During the research, male perceptions of Western feminism raised issues of power, gender, & culture that became a seminal aspect of the work. These issues also became salient during the writing of the dissertation, in the form of struggles over the use of women's voices as evidence in support of textual arguments. A gradual movement toward active political engagement, eg, publishing booklets on women's reproductive issues, created further distance between the academy & Corrin. Status as a lesbian intellectual created other kinds of borders between Corrin & the academy. Several episodes of crossing these various borders are recounted to demonstrate that, while they have often been costly, they have also represented enormous opportunities for learning. 12 References. D. M. Ryfe

Investigates the question of how feminists can transform the gendered features of society to facilitate less discrimination. Analysis of the feminist perspective identifies two problematic presuppositions of their struggle with discrimination. A review of the problems of gender contextualizes an ontology based on a structured social reality of social positions, internal relations, systems & collectivities, & social process. Gender is theorized by the components of distinction between individuals with sexual characteristics, & mechanisms of differentiation. The possibility for emancipatory practice is constrained by a focus on one version of the good society. The feminist neglect of ontology in favor of epistemology needs to co-development both theoretical arenas to advance substantial analysis. References. J. Harwell

Environmental disruption in the 20th century is described, focusing on freshwater & energy, two components relevant to security concerns. Irrigation, the main usage of freshwater, decreased in the 20th century while industrial use of water increased. The increase in energy use in the 20th century has been the primary cause of tumultuous environmental changes. The propositions that environmental change may create security problems or that resource competition may provoke war are analyzed. A third proposition -- the lack of security affects environmental change -- is advanced. Environmental changes are likely to play a greater role in security in the future because environmental resources like water & energy are scarcer than in the past, provoking more competition & population migration. 3 Tables. M. Pflum

Examines processes of self-transformation that may occur in individuals as a result of their participation in social movements, drawing on theory & research on the self-concept. The relationship between identity & self-concept is described, & types of identities involved in social movements are discussed. Dynamics of social movements that can contribute to changes in individual self-concepts are identified, using a social structure & personality model to diagram the intersection of psychological & social structural factors. The psychological process of internalization, which occurs via (1) biased scanning or (2) the reduction of cognitive dissonance, is described, along with structural/cultural characteristics of the social movement & dimensions of social interaction -- organized through narrative, texts, & rituals -- that shape self-change through identity work. 1 Figure, 64 References. K. Hyatt Stewart

A rational choice model of institutional change is considered, outlining five propositions. (1) It is argued that institutional change is determined by the continuous interaction between organizations & institutions in an economic environment characterized by limited resources &, thereby, competition. (2) Survival in this highly competitive environment demands investment in skills & knowledge, & the kinds of knowledge sought by individuals & organizations will influence their perceptions of future opportunities & choices. (3) Although these opportunities & choices may alter institutions, institutions create the incentives & beliefs that glorify certain forms of skills & knowledge, & thereby certain types of choices & opportunities. (4) However, various divergent outcomes are possible since individuals' perceptions are determined by a pluralistic blend of cultural heritage & social dictates. (5) Institutional change will be incremental so that the broader institutional framework is not damaged & path dependent so that singular institutions do not undermine the broader flows of institutional change. These propositions suggest a number of directions for future research: (A) exploration of the impact of institutional structure on the human mind; (B) analysis of the cultural, social, & institutional influences on individual choice; & (C) the precise nature of incremental & path-dependent change. T. Sevier

Three leading theories of organizational change within political parties are examined -- the life-cycle, system-level trends, & discrete change approaches -- & argued to be more complementary than competitive. After summarizing the benefits & drawbacks of each approach, an attempt is made to attain greater conceptual clarity & develop a more unified theory that can move research on party organizational change forward; initial steps in this direction are outlined. Tables. K. Hyatt Stewart

Examines the potential of contemporary social movements to act as agents of social & political transformation in the information age. Prior efforts to theorize this question have been hampered by the assumption that social movements are protagonists that always produce positive or progressive outcomes. This is an especially erroneous assumption under conditions of modern complex societies in which information is a valuable currency. In this context, social movements themselves may act as media in the sense that they broadcast to the rest of society the existence of dilemmas & conflicts. Thus, social movements may cause several types of change: (1) making visible forms of social power; (2) setting public discourse & public agendas; (3) creating greater access to channels of representation in the political system; (4) participating in the selection of new elites by supplying knowledgeable personnel; (5) modernizing organizations; (6) contributing to innovation in everyday life; & (7) restructuring the capitalist market. It is concluded that the capacity of social movements to make a progressive impact on these areas depends on the availability of an autonomous space for collective action guaranteed by a set of political rights. D. Ryfe

Drei wesentliche Veränderungen beschreiben die Unterschiede zwischen Organisationsentwicklung und Change Management: (1) Die Vorstellung davon, wie Organisationen funktionieren und wie Veränderungen vonstatten gehen, hat sich vor allem unter dem Einfluss der Systemtheorie entscheidend geändert. (2) Veränderungsarbeit ist radikaler und ökonomisierter geworden. (3) Die Zusammenarbeit und die Rollenverteilung zwischen Beratern und Management ist eine grundlegend andere geworden. Die eigentlichen "change agents" sind nun die Verantwortlichen in den Organisationen. Bei dieser Führungsaufgabe werden sie von den Beratern unterstützt. Change Management ist zur permanenten Führungsaufgabe geworden. (ICE2)