Table of contents
Struggling with the issue of who the client is in organization development interventions
Larry HubbellRecently, the author facilitated a particularly difficult organization development (OD) intervention with a private non‐profit organization. It was an organization whose staff and…
The perceived cultural compatibility index: an extension
Janet B. Runge, David S. Hames, Corrinne S. ShearerThe goal of the current study was to replicate and extend the perceived cultural compatibility index developed by Veiga et al. and Very et al. In extending their work, the sample…
Implementing change: matching implementation methods and change type
Robert Waldersee, Andrew GriffithsThe implementation of organizational change has long been problematic. Over time two approaches have developed. The participative approach assumes that employee support is a…
The importance of personal and professional leadership
Angelo Mastrangelo, Erik R. Eddy, Steven J. LorenzetOrganizational viability depends in part on effective leadership. Effective leaders engage in both professional leadership behaviors (e.g. setting a mission, creating a process…
Memetic engineering: a framework for organisational diagnosis and development
Richard Pech, Bret SladeThis paper examines the concept of memetic engineering as a means of facilitating organisational diagnosis and development. It draws lessons for managers and organisational…
Distributive justice moderating the effects of self‐sacrificial leadership
David De Cremer, Marius van Dijke, Arjan BosThis study examined the interactive effect of distributive justice and leader self‐sacrifice on employees' organizational commitment and autocratic leadership perceptions (ALP)…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys