Common behavior changes in successful organization development efforts
Article Abstract:
Finding that the field of organizational development (OD) suffers from a lack of a unifying theory of planned organizational change and the difficulty of integrating research based on diverse methods and models, the authors propose a model in which on-the-job behaviors of organization members act as important mediating variables of organizational change. The article discusses a study seeking to identify and specify common behavior changes characteristic of successful change efforts. The authors surveyed 42 of the top scholars and practitioners in the field, using telephone interviews and open-ended questions. The participants nearly unanimously reported behavior changes common to their interventions and showed at least moderate agreement as to what those changes were. Furthermore, the participants' theoretical orientations and professional affiliations did not cause them to differ as tothe behaviors they reported. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1986
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Management practice, organization climate, and performance: an exploratory study
Article Abstract:
This study reports a single time-series quasi-experiment in a Canadian firm to evaluate the effect over a five-year period of implementing a structured, seven-step strategy to obtain improved organization performance through employee-centered management. A significant change in the condition of the human organization resulting from the intervention was measured over the five-year period and shown to be correlated with a 66% increase in profitability. The results of the study indicate that in the Canadian/U.S. context, employee-centered management is at least compatible with high performance and competitive advantage. There is also evidence that in some instances organization performance can be significantly enhanced through the participation and contribution of employees in problem-solving and decision-making processes. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 1997
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A historical view of the future of OD: An interview with Jerry Porras
Article Abstract:
Jerry Porras discusses his involvement with organization development (OD), which began when he entered Cornell for his MBA program in 1966. Jerry Porras feels that the OD groups in organizations have not produced as expected which could be attributed to the OD becoming more technique driven.
Publication Name: Journal of Applied Behavioral Science
Subject: Social sciences
ISSN: 0021-8863
Year: 2004
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