Journal of Organizational Change Management: Volume 4 Issue 2

Subject:

Table of contents

Adapting Strategic Planning to the Changing Needs of a Business

Balaji S. Chakravarthy, Peter Lorange

If strategic planning systems have failed it is because managershave failed to adapt them to the changed contexts of their businesses.Four distinct contexts are identified…

Premisses and Paradigms in Leadership Research

Appa Rao Korukonda, James G. Hunt

Is leadership theory ready for a major reappraisal? Theories ofleadership are explored through underlying sets of assumptions (basicframeworks or paradigms). The result is a…

A Test of the Validity of a Model of the Prerequisites of Effective Organisational Consulting

Esther E. Hamilton

In 1988, personality and effectiveness data were collected from asample of 105 organisational development consultants. A model wasdeveloped of the relationship between OD…

Expectations regarding the Controllability of Outcomes in Organisations: Implications for Management and Organisation Development

John Hayes

The theory of learned helplessness is presented as a framework fordiagnosing problems and planning remedial action in organisations. Theelements of a successful change strategy…

Correlates of Effectiveness and Partner Satisfaction in Social Partnerships

Sandra A. Waddock, Brendan D. Bannister

Using the competing values model of organisational effectiveness,and a set of variables derived from the inter‐organisational relationsliterature, it is attempted to establish the…

Cover of Journal of Organizational Change Management

ISSN:

0953-4814

Online date, start – end:

1988

Copyright Holder:

Emerald Publishing Limited

Open Access:

hybrid

Editor:

  • Prof Slawomir Magala