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This chapter presents a case study involving a socio-economic Organizational Development (OD) project carried out in a European subsidiary of a large multinational corporation traded on the New York Stock Exchange. This research case study, one of the 1,854 socio-economic interventions undertaken by the ISEOR research center, was chosen for its good illustration of the OD engineering process. It connects the dots between OD and financial performance, between immediate results and the creation of potential. We look at some of the tools and methods, such as overhauling loss and profit accounts and balance sheets with an eye on socio-economic balance, to illustrate socioeconomic tools at work and how they help enhance compatibility between the objectives of all stakeholders, including shareholders. With this case study, we also set out to provide food for thought on the contribution of socio-economic OD to the construction of socially responsible capitalism (Savall et al., 2015).

Organisational Development (OD), with its focus on partnership working and distributed leadership, is increasingly advocated as an effective approach to driving change. Our evaluation of the impact of OD on delivery of integrated care in three London boroughs sheds light on how OD is being understood and implemented within health services, and what impact it is having on delivery of care.

The findings presented here are based on a qualitative and participatory evaluation. The authors looked at how health and social care professionals communicated and coordinated delivery of care and evaluated the impact of current OD activities on the ground to evidence whether and to which degree they are enabling frontline staff to change their working routines towards greater coordination.

Our findings highlight the limited reach and scope of a top-down approach to OD based on ad hoc coaching and staff engagement events, often delivered by external consultancies, and mostly focused at the senior management level. This approach fell short of enabling the creation of sustainable, integrated and collaborative organisations. Instead, some of the professionals that participated in our study tried to develop spaces that facilitated ongoing dialogue and mutual support among professionals on the ground.

Initiatives of bottom-up OD such as those described in this paper have greater potential to change working routines as they enable staff to move towards more collaborative and coordinated work.

These findings contribute to the literature on OD in public services and highlight the benefits of a context-sensitive, pragmatic, and long-term approach to OD to help create sustainable collaborative organisations.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

A survey questionnaire was designed and distributed to samples of internal and external change agents which measured the extent to which they professed values traditionally associated with the field of OD. The survey also included questions concerning the types of interventions utilised in the change programmes that respondents had been associated with in the previous five years as well as how these programmes had been evaluated. As predicted, external change agents were more likely to profess traditional OD values and to be associated with change programmes which included human processual interventions. Contrary to expectations, internal change agents were less likely than external change agents to be associated with the utilisation of technostructural interventions. Support was also generated for the prediction that internal change agents are more likely to carry out extensive programme evaluations.

Although learning is a widely recognized method for building individual skills and capabilities, its impact is often minimized in large-scale organizational change efforts in favor of more visible OD- and HR-related interventions. When conceptualized and applied systemically, however, learning itself can be a critical enabler and even a primary driver of organizational culture change. This chapter focuses on the role that a holistic learning agenda can play in a large-scale organizational change effort using insight developed from an applied case study in a large multinational organization.

This article aims to introduce organization development (OD) and its potential application in organizational environments by discussing core concepts, practice models and providing guidance on evaluation and development.

The methodology includes reflections on OD models and practice based on experience as an OD practitioner in the international non‐governmental organization (INGO) sector.

It is difficult to describe a definitive view of OD because OD practitioners do different things in different contexts. Nevertheless, there are evolving models of OD derived from practice that can guide future thinking, practice, evaluation and development in this field.

The paper provides a range of models, perspectives and approaches derived from OD practice in international non‐governmental organizations (INGOs).

Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly believed. An integrated framework is provided, along with examples of OD tools that should be part of the PA toolkit for any practitioner. Case studies of what the integrated framework looks like when applied in practice are discussed.

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.

Aims to explain how application of organizational development (OD) can facilitate compliance with regulations imposed by an external government agency on university operations.

A total of 2,000 students and 150 staff were directly affected by the regulation, with the remaining university population potentially affected. The strategy utilized project management and change agent processes where analysis of the problem, design and implementation of interventions, and evaluation of intervention effect were carried out through a project working party with highly centralized leadership by senior management. There was regular progressive and summative evaluation of project goal attainment.

Use of project management, change agents and centralized senior project leadership provided the practical means to support successful OD. OD worked well within the devolved, multi‐campus, multidisciplinary and organizationally complex environment of the university. OD proved to be an effective and efficient approach for large‐scale change in technical organizational sub‐systems, in particular structure and technology. By the end of the 18‐month intervention, no staff incidents had been reported, and of 2,000 students directly affected, only seven incidents had been identified and these were ultimately resolved by the project management group.

OD can be used effectively and efficiently to facilitate mandated change in multi‐site, multidisciplinary, large organizations. This case study demonstrated that project management, centralized leadership and the use of change agents were practical, efficient and effective within the OD framework.

This is the first study to describe and evaluate the use of OD to facilitate mandated change in universities in response to regulation.

In considering the alternative strategies for change in Part I of this article, and the strategy of OD in particular, the definitions of OD suggested that the consultant played an essential role in facilitating change. Despite this, there is no widely accepted definition of the role of consultant. Indeed, it may be argued that several roles are currently subsumed under the title, for example the role of “change generator” and “change implementor” as defined by Ottaway and Cooper. There is also some evidence that internal and external consultants, apart from working from different bases, are capable or equipped to perform different tasks. External consultants are able to create and sustain a belief that change is possible, whilst internal consultants are the disseminators and implementors of change.