Øyvind Pålshaugen

Øyvind Pålshaugen

is author/editor of the following titles:

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The End of Organization Theory?: Language as a tool in action research and organizational development
Øyvind Pålshaugen
[Dialogues on Work and Innovation, 5]  1999.  vi, 149 pp.
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Development Coalitions in Working Life: The ‘Enterprise Development 2000’ Program in Norway
Edited by Bjørn Gustavsen, Tom Colbjørnsen and Øyvind Pålshaugen
[Dialogues on Work and Innovation, 6]  1998.  xi, 153 pp.

is editor/board member of the following book series:

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Dialogues on Work and Innovation (DoWI)

is editor/board member of the following journal:

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Concepts and Transformation (CAT)

is author of the following articles:

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Pålshaugen, Øyvind. 2004. “Knowledge at work”. Concepts and Transformation  9:2, 113–119
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Pålshaugen, Øyvind. 2004. “How to do things with words”. Concepts and Transformation  9:2, 181–203
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Pålshaugen, Øyvind. 2002. “Discourse democracy at work”. Concepts and Transformation  7:2, 141–192
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Pålshaugen, Øyvind. 2002. “3. Developing development organizations”. In Researching Enterprise Development: Action Research on the cooperation between management and labour in Norway, 29–43
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Pålshaugen, Øyvind. 2000. “The Competitive Advantage of Development Organizations”. Concepts and Transformation  5:2, 237–255
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Pålshaugen, Øyvind. 2000. “Review Article”. Concepts and Transformation  5:3, 383–391
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Pålshaugen, Øyvind, Thoralf Ulrik Qvale and Per H. Engelstad. 2001. “Chapter 8. The Work Research Institute Module”. In Creating Connectedness: The role of social research in innovation policy, 137
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Pålshaugen, Øyvind. 1998. “Chapter IV: Organization development through development organization”. In Development Coalitions in Working Life: The ‘Enterprise Development 2000’ Program in Norway, 55
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Beinum, Hans van and Øyvind Pålshaugen. 1996. “Introducing 'Concepts and Transformation'”. Concepts and Transformation  1:1, 1–13
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Pålshaugen, Øyvind. 1996. “9. ‘This is Not the Whole Story…’: On the demand for scientific reports of action research”. In Beyond Theory: Changing organizations through participation, 137