Living Meta-Analysis
Emergent Organizational Change
Open Universiteit Nederland
A living meta-analysis platform that continuously monitors, classifies, and analyzes research on emergent organizational change, sensemaking, power dynamics, and organizational development in complex public and professional organizations.
What that means in practice: every new paper in emergent organizational change is classified, cross-validated, and tagged with methodology and evidence type as it enters the corpus. Evidence gaps and research priorities emerge from the literature itself, and update continuously. Researchers can browse papers, discover datasets and instruments others have used, or open a thread in The Lab to work through a question alongside an AI research agent.
On the LivingMeta platform
What you'll find inside this instance
Four surfaces, one continuously updated pipeline. Each one is populated directly from the literature — no manual curation backlog.
Browse the Literature
Every paper in the field, classified by relevance and cross-validated by multiple AI perspectives. Filter by methodology or evidence model; agreement scores flag where the AI is confident, and disagreement shows where human judgment belongs.
Curated Datasets & Tools
Datasets, questionnaires, measurement instruments, and research tools surfaced across the corpus, each linked back to the papers that use them. Reusable building blocks for the next study.
Priority Research Agenda
A ranked list of high-impact evidence gaps, generated from the literature itself and scored for frequency, depth, and feasibility. Updates as the field evolves.
Collaborative Research Threads
Work alongside an AI agent — from exploring a question to designing a study to writing it up. Uploaded documents, cited papers, and findings stay with the thread. Role-adaptive coaching scales the scaffolding to your expertise.
Priority Research Agenda
AI-identified research priorities ranked by frequency, impact, and feasibility. How does this work?
Understanding Organizational Change Recipients' Dynamic Role Construction
Most organizational change research focuses on change agents while neglecting how recipients actively construct and reconstruct multiple roles throughout change processes. This represents a fundamental gap in understanding change dynamics that affects the majority of organizational members during transformation initiatives.
Developing Adaptive Leadership Models for Complex Organizations
Traditional leadership theories treat influence as stable traits or behaviors, but complex organizational environments require understanding leadership as emergent, feedback-driven processes. This gap affects how organizations develop leaders and respond to dynamic challenges across all sectors.
Integrating Structural and Dynamic Aspects of Organizational Agility
Current organizational agility research focuses primarily on structural components while neglecting dynamic aspects of how agility emerges and evolves. This limits understanding of how organizations can build and maintain agility in rapidly changing environments.
Frequently Asked Questions
Built on the LivingMeta platform. Read the foundation paper for methodology and architecture details.