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Examines the impact of cultural values on the effectiveness and use of 19 organization development interventions. Uses a qualitative, expert consensus methodology to collect data from seven culturally diverse countries: Taiwan, the United Kingdom, Bangladesh, Denmark, the People′s Republic of China, Venezuela, and Japan. Results support the hypothesis that the more congruent a culture is with the values of organization development, the more interventions will have both greater use and effectiveness. Suggests that specific cultural values, i.e. masculine/feminine, appear to be closely linked to specific interventions′ effectiveness.

This paper aims to present a description of the development and implementation of a combined school- and community-based intervention for the prevention of overweight among children, using the combined methods of social marketing (SMk) and intervention mapping (IM).

The SMk total process planning (TPP) framework was used, a simple but robust framework that consists of five stages: scoping, development, implementation, evaluation and follow-up. In addition, IM tools were embedded in the development stage to strengthen the development element of the campaign.

The use of the SMk TPP framework led to the selection of one specific target segment and behaviour. IM tools helped to select the most important and modifiable determinants and behaviours in the target segment, as well as to select and appropriately apply theoretical methods for influencing determinant and behaviour change. The resulting “Water Campaign” was aimed at Turkish and Moroccan mothers and their 6-12-year-old-children (target segment). This intervention addresses the consumption of sugar-sweetened beverages through the promotion of tap water drinking (target behaviour). The systematic involvement of key stakeholders resulted in capacity-building and co-creation.

A key finding of the present work is that the SMk TPP framework and IM tools can be successfully combined in intervention development, helping to develop enhanced interventions. Combining these methods led to a theory-based and client-oriented intervention, which was directed at multiple ecological levels and which systematically involved key stakeholders. With this detailed description of the intervention development, this paper aims to assist other researchers and practitioners in their quest to develop better interventions.

The paper is a proof of concept (PoC) intervention study aimed for developing performance management (PM) practices in manufacturing small and medium-sized enterprises (SMEs) with the longer-term aim enabling the SMEs to improve their productivity. The intervention was designed and deployed by a collaborative quartet of academics, management consultants, accountancy firm and a commercial bank manager.

The paper firstly musters a set of initialising PM practices aligned to productivity improvement. These are utilised to design a knowledge transfer intervention for deployment with a set of manufacturing SMEs incorporating some associated productivity tools. The evaluation of the intervention utilised a case study approach founded on a logic model of the intervention to assess the development of the PM practices.

The intervention contributed to a partial development of the mustered practices and the productivity diagnostic based on the multi-factor productivity (MFP) abstraction and a data extraction protocol had the strongest impact. The study revealed the importance of the three interlaced factors: Depth of engagement, feedback opportunities and the intervention gradient (the increase of independent action from the participating SME's and the diminishment of the external intervention effort).

The case study is based on a limited number of individual SME's, and within just the manufacturing sector.

SME businesses will require a more sustained programme of interventions than this pilot to develop PM capability, and depth of engagement within the SME is critical. Professional stakeholders can be utilised in recruitment of firms for intervention programmes. Business can start developing PM capability prior to PMS implementation using the tools from this programme.

The productivity diagnostic tool, based on a synthesis of MFP and the performance pyramid, an array of potential initialising practices for PM capability and discovery of potential mechanisms for PM practice development.

The purpose of this paper is twofold: first, to take stock of the current state of knowledge about inclusive value-chain development (VCD) in the context of international agricultural research; and second, to draw out the implications for future research and action.

This paper is based on a review of recent research papers authored by professionals affiliated with international agricultural research centers and their partners in Africa, Asia, and Latin America.

The studies reviewed in the paper identify the opportunities emerging from new and expanding markets for agricultural products and challenges to smallholder participation in these markets. It identifies key attributes of successful value-chain interventions, emphasizing the importance of combining value-chain approaches with other approaches, including those emerging from innovation systems and rural livelihoods frameworks. Methods are offered for evaluating complex value-chain interventions.

The paper summarizes the state of knowledge as of early 2016 in a dynamic field. Important contributions to knowledge may have been made since then.

The paper summarizes the state of knowledge in the field, and identifies emerging issues and policy implications, knowledge gaps, and priorities for future applied research.

The success of several newly industrialized countries has created a renewed interest in the role of government in economic development. In contrast to the industrialization of the West, the government was much more involved during the development process of these east Asian nations. Attempts to address this question of how much government intervention still remains. Uses the human development index to represent the level of economic or human development; and selects four indicators to depict the degree of government intervention. Both empirical evidence and intuitive reasoning seem to support the conclusion that moderate government intervention contributes most to human development.

The purpose of this study is to identify and examine findings from empirical research regarding organizations’ talent development (TD) strategies, taking into consideration the countries in which the studies were conducted and the TD-approach organizations adopted, and recognize the positive outcomes of TD implementation, as well as potential issues and challenges.

This systematic literature review used Garrard’s matrix method to organize the review of publications. It identified 31 empirical articles from the total of 551 publications.

The findings indicate that a majority of the studies were conducted in countries other than the USA and that they were all published recently, after 2007. The results show that organizations have mostly applied organizational development interventions at the individual level for developing talented employees, followed by formal training and development. Additionally, managerial issues were identified as the most common issue on the way of implementing TD interventions.

Trying to define TD as a discrete concept from HRD could be considered as both differentiating the current literature review and a limitation.

This article is among the first to identify TD interventions through a systematic literature review and provides a model of TD’s intervention antecedents and outcomes for the follow-up empirical works.

The purpose of this paper was to assess two different leader development interventions by comparing their effects on leadership behaviour and evaluating their combined impact after two years, from the viewpoints of both the participating managers and external raters.

The study was a longitudinal randomised controlled trial with a cross-over design. Health care managers (n = 177) were first randomised to either of two 10-month interventions and a year later were switched to the other intervention. Leadership behaviour was rated at pre-test and 12 and 24 months by participating managers and their superiors, colleagues and subordinates using a 360-degree instrument. Analysis of variance and multilevel regression analysis was performed.

No difference in effect on leadership behaviour was found between the two interventions. The evaluation of the combined effect of the interventions on leadership behaviour showed inconsistent (i.e. both increased and decreased) ratings by the various rater sources.

This study provides some evidence that participation in leadership development programmes can improve managers’ leadership behaviours, but the results also highlight the interpretive challenges connected with using a 360-degree instrument to evaluate such development.

The longitudinal randomised controlled design and the large sample comprising both managers and external raters make this study unusually rigorous in the field of leadership development evaluations.

Training to improve health management and leadership competence is recommended. However, there is limited evidence showing the impact of training on competence. The purpose of this paper is to evaluate the evidence for the impact of training and professional development on health management and leadership competence.

A systematic review was conducted using a mixed-methods design. Studies using qualitative, quantitative or mixed-methods design were included. The following electronic databases were searched to October 2018: CENTRAL, CINAHL, EMBASE, ERIC, NEDLINE and PsycINFO. Study eligibility and methodological quality were assessed independently by two review authors. Data from qualitative studies were synthesised using thematic analysis. For quantitative studies, odds ratio (OR) or mean difference (MD) and 95% confidence interval (CI) were calculated for each intervention. Where appropriate, qualitative and quantitative data were integrated into a single synthesis using Bayesian methods.

In total, 19 studies were identified for inclusion in the review. Training and professional development interventions using flexible, multiple training techniques tailored to organisational contexts can improve individual competence and performance. Such training is typified by a leadership development programme. There was insufficient evidence to determine the effects of interventions on organisational performance.

This is the first systematic review evaluating the impact of training and professional development interventions on health management and leadership competence.

The purpose of this study is to determine the quantity, nature and frequency of intervention research published in Human Resource Development (HRD) journals.

The methodology for this study was a literature review, analysis and synthesis with specific attention to locating intervention research in HRD journals.

Based on the results of this study, it seems clear that intervention research is not a fundamental research method for HRD professionals and is not being consistently conducted across the HRD field. This raises potential questions about the extent to which HRD professionals are integrating research and practice. The presence and conduct of intervention research applied to HRD-related problems may provide another means for practitioners and scholars to work together toward optimal, practical solutions with evidence to support them.

Creating a community of professionals who assess and/or evaluate the effectiveness of the interventions and disseminate the information that lean toward causal claims is critical. Intervention research could represent a cultural shift for the HRD discipline because it lends weight to claims of causality and practical recommendations. Under these circumstances, HRD intervention research could be used with confidence by HRD practitioners to inform, shape or evaluate the content of their management and leadership training programs, including the training and development of coaching managers and coaching leaders.

This article describes experiences during, and outcomes of, an OD intervention conducted by an internal consultant in an outpatient health centre. It focuses on how the “multiple realities” associated with the medical and administrative hierarchies of the health centre affected the course of the intervention, both for the participants and for the consultant. The article describes the setting and context for the intervention, the intervention itself, and various events that occurred in conjunction with the intervention and were integral to its experience. On the basis of this material, the article suggests likely outcomes of OD interventions for both participants and consultants in settings containing multiple realities. It also suggests implications for evaluation and practice in such settings.