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Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

Formal assessment and development of executives have become standard practices in organizations. There is a need, however, to determine what levers are available to maximize the impact and return on investment of initiatives. The purpose of this paper is to present outcomes and learnings from a multi-method approach to evaluating behavior change following the implementation of PepsiCo’s Senior Leader Development Center, a comprehensive process designed to accelerate capability at the executive level.

Learnings are presented based on analyses from three independent data sources collected throughout the 18-month program: behavioral change ratings from managers, direct reports, and peers via a 360 survey; attitudinal measures from participants’ post-program completion; and third-party observations by an internal facilitator.

Overall, findings indicate that while program rigor and content do matter as baseline components, principles of participant engagement and commitment emerged as most essential to delivering programs with sustained impact.

This case is based on leaders in a high-touch multi-trait multi-method assessment and development program in one organization. Additional research is needed to explore in other settings.

Results and implications are organized by each of the four key stages of the assessment and development process: conduct data-based assessments, deliver feedback and insights, build the development plan, and take action to implement the plan. Findings and recommendations for practice regarding each stage are discussed.

Few case studies or applied research exist that focus on the execution and outcomes associated with senior executive assessment and development programs in major corporations. This paper offers findings regarding the overall impact of such a program and key learnings from its sustained effort in a complex multi-national organization. The discussion and implications in this paper may directly influence how other organizations design and manage future talent management interventions with similar types of senior-level populations.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

The purpose of this paper is to examine how organizational workers improve their perceived mobile user experience (UX) locus of control affected through organizational ambidexterity when using enterprise mobile systems (EMS). This study investigates the mediation role of business process customizability in the relationship between habitual use of EMS by individuals and organizational ambidexterity.

Over 150 possible respondent mobile phone users across 40 organizations in metropolitan National Capital Region (NCR) of Delhi with approximately were given the questionnaire. The data of a total of 121 NCR valid respondents aged between 22 and 49, after scrutinizing all collected questionnaires and removing those that had too many missing values or had the same answer to all questions, were used for analysis. The respondents were sampled from a research panel directory of a set of firms of the research firm hired for this survey.

The study finds complete mediation between the habitual use of EMS and organizational ambidexterity. Importantly, the empirical findings provide the research community with a deeper understanding of how EMS usage impacts organizational ambidexterity and individual’s UX locus of control.

It draws some newer areas of research with respect to interactions between enterprise mobile systems, business process customization due to enterprise mobile systems and organizational ambidexterity, which were hitherto unexplored.

Government agencies are trying to develop strategies to improve their innovative activities. However, due to many challenges and obstacles, employees are reluctant to perform innovatively in such agencies. Human resource management (HRM) practises and an appropriate culture can help to improve service innovation. However, empirical evidence to prove this relationship is insufficient particularly in the government sector. Thus, this study aims to empirically analyses the effect of HRM practises and innovation culture on service innovation of the United Arab Emirates (UAE)’s Government agencies.

The data were collected from government entities in the UAE. Structural equation modelling through partial least squares modelling was used to test the proposed hypotheses. SPSS was also used to conduct preliminary analysis.

Statistical results provide strong evidence that HRM practises and innovation culture positively affected service innovation of UAE’s Government agencies.

Further details and valuable implications are discussed throughout the study. Results have many practical and theoretical implications. Results can help government agencies develop their services innovation by tailoring HRM practises and establishing proper innovation culture in their agencies.

Although several contributions indicated that culture is a key determinant of innovation and a mediator in the link between HRM practises and service innovation, the literature lacks empirical studies investigating this link. Accordingly, this study seeks to bridge this gap and delivers evidence supporting them. In addition, this study is one of the unique studies that use these variables in government agencies in the UAE.

Health-care knowledge is dispersed among different departments in a health care organization, which makes it difficult at times to provide quality care services to patients. Therefore, this study aims to identify the main challenges in adopting health information technology (HIT).

This study surveyed 148 stakeholders in 4 key categories [patients, health-care providers, United Arab Emirates (UAE) citizens and foresight experts] to identify the challenges they face in adopting health care technologies. Responses were analyzed using exploratory (EFA) and confirmatory factor analysis (CFA).

EFA revealed four key latent factors predicting resistance to HIT adoption, namely, organizational strategy (ORGS); technical barriers; readiness for big data and the internet of things (IoT); and orientation (ORI). ORGS accounted for the greatest amount of variance. CFA indicated that readiness for big data and the IoT was only moderately correlated with HIT adoption, but the other three factors were strongly correlated. Specific items relating to cost, the effectiveness and usability of the technology and the organization were strongly correlated with HIT adoption. These results indicate that, in addition to financial considerations, effective HIT adoption requires ensuring that technologies will be easy to implement to ensure their long-term use.

The results indicate that readiness for big data and the IoT-related infrastructure poses a challenge to HIT adoption in the UAE context. Respondents believed that the infrastructure of big data can be helpful in more efficiently storing and sharing health-care information. On the technological side, respondents felt that they may experience a steep learning curve. Regarding ORI, stakeholders expected many more such initiatives from health-care providers to make it more knowledge-specific and proactive.

This study has implications for knowledge management in the health -care sector for information technologies. The HIT can help firms in creating a knowledge eco-system, which is not possible in a dispersed knowledge environment. The utilization of the knowledge base that emerged from the practices and data can help the health care sector to set new standards of information flow and other clinical services such as monitoring the self-health condition. The HIT can further influence the actions of the pharmaceutical and medical device industry.

This paper highlights the challenges in HIT adoption and the most prominent factors. The conceptual model was empirically tested after the collection of primary data from the UAE using stakeholder theory.