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Book part
Publication date: 27 August 2014

Amanda C. Shull, Allan H. Church and W. Warner Burke

Organization development (OD) and the business environment, more generally, have seen many changes in the last 20 years. This chapter describes findings of a research study that…

Abstract

Organization development (OD) and the business environment, more generally, have seen many changes in the last 20 years. This chapter describes findings of a research study that investigated current perceptions of the field of OD as compared to data collected in a 1993 study (published in 1994). Survey data collected from 388 OD professionals indicated findings along the following themes: (1) continued perceived weakening of traditional OD values; (2) focus on business effectiveness and fewer perceptions that OD is too “touchy feely”; (3) increase in commitment to organizations and standing against the misuse of power; (4) coaching is seen as an integral part of OD; and (5) practitioners are very optimistic about the future of OD. Implications for the current and future practice of OD are discussed.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78190-891-4

Book part
Publication date: 27 June 2015

Allan H. Church, Christopher T. Rotolo, Alyson Margulies, Matthew J. Del Giudice, Nicole M. Ginther, Rebecca Levine, Jennifer Novakoske and Michael D. Tuller

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…

Abstract

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.

Book part
Publication date: 27 August 2014

Luca Gastaldi and Mariano Corso

Drawing on the experience of the Observatories, a set of interconnected research centers in Italy, this chapter explains why academics are in one of the best positions to…

Abstract

Drawing on the experience of the Observatories, a set of interconnected research centers in Italy, this chapter explains why academics are in one of the best positions to orchestrate interorganizational initiatives of change and development, and highlights two prerequisites that appear necessary to render salient this orchestrator role of academics: (i) the extensive use of multiple approaches of collaborative research and (ii) the creation and maintenance of a platform allowing the management and diffusion of the network-based learning mechanisms underlying each change and development effort. The contributions extend existing knowledge on organization development and collaborative research.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78190-891-4

Article
Publication date: 1 April 1992

Allan H. Church, Robert F. Hurley and W. Warner Burke

A series of interviews were conducted with 12 experiencedOrganization Development (OD) practitioners in order to explore theimpact that changes in the business world may have had…

Abstract

A series of interviews were conducted with 12 experienced Organization Development (OD) practitioners in order to explore the impact that changes in the business world may have had on the values of the field. Eight major themes emerged from these interviews: (1) OD practitioners are driven by large system change; (2) humanistic values remain at the core of OD efforts; (3) practitioners are focusing more on business effectiveness issues; (4) achieving personal goals and rewards are strong motivators; (5) practitioners sometimes project their own issues and problems onto clients; (6) some operate as fringe dwellers on the margin of commitment to organizations; (7) the OD missionary is alive but not well; and (8) training for the field is a severe problem – there are too few mentors for the number of people entering the field. Addresses implications for the field of OD.

Details

Journal of Organizational Change Management, vol. 5 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 31 May 2018

Shani Kuna and Ronit Nadiv

Understanding occupational boundaries is vital in the contemporary economy, in which knowledge-based work is a central feature. The purpose of this paper is to identify and…

Abstract

Purpose

Understanding occupational boundaries is vital in the contemporary economy, in which knowledge-based work is a central feature. The purpose of this paper is to identify and decipher boundary work which affects the cooperation and demarcation between human resource (HR) managers and external organization development (OD) practitioners during organization change processes.

Design/methodology/approach

Data are based on in-depth interviews with HR managers and external OD practitioners in the Israeli business sector.

Findings

Encounters between HR managers and external OD practitioners are potentially volatile given mutual experiences of occupational threat. Three distinct patterns of boundary work for negotiating OD-HR jurisdiction are identified. These yield differential occupational and organizational outcomes.

Research limitations/implications

This study is based on a medium-sized sample of practitioners of HRM and OD in the Israeli business sector. The data focused on one-sided descriptions of occupational relations.

Practical implications

The findings shed light on boundary work associated with fruitful HRM-OD partnerships. This may greatly advance the success of costly organization change and development interventions which demand the collaboration of both parties. Implications are offered regarding the academic education and practical daily management of both groups of practitioners.

Originality/value

Despite their growing relevance, empirical investigations of daily HRM-OD interfaces are scarce. This exploratory research addresses this gap in the literature and offers theoretical and practical insights.

Details

Employee Relations, vol. 40 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Book part
Publication date: 16 January 2023

Cliff Oswick and Yuan Li

This chapter explores how “discourse,” as a process concerned with the production and consumption of talk and text, has been embraced within the field of organizational change and…

Abstract

This chapter explores how “discourse,” as a process concerned with the production and consumption of talk and text, has been embraced within the field of organizational change and development (OCD). We present six ways of thinking about the role of discourse in OCD (namely: “discourse as component,” “discourse as process,” “discourse as analysis,” “discourse as method,” “discourse as mindset,” and “discourse as style”). Although the advent of dialogic OD has raised awareness of discourse, we demonstrate that it remains a marginal and under-utilized area of interest. We conclude by making a case for a more expansive role for discursive modes of analysis and engagement within OCD.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-80455-094-6

Keywords

Book part
Publication date: 10 August 2018

Andani Thakhathi

Contemporary organizations are facing an operating environment characterized by volatile, uncertain, complex, ambiguous, and “permanent whitewater.” To sustain high performance in…

Abstract

Contemporary organizations are facing an operating environment characterized by volatile, uncertain, complex, ambiguous, and “permanent whitewater.” To sustain high performance in this context, organizations must be able to change and develop as efficiently and effectively as possible. Within organizations, there are actors who catalyze and advance change in this manner; these actors are known as “champions.” Yet the scholar who wishes to conduct research concerning champions of change and organizational development is likely to be met by a highly fragmented literature. Varying notions of champions are scattered throughout extant research, where authors of articles cite different sources when conceptualizing champions; often superficially. Furthermore, many types of highly specific and nuanced non-generalizable champions have proliferated, making it difficult for practitioners and researchers to discover useful findings on how to go about making meaningful changes in their context. The purpose of this study was to address these problems for practitioners and researchers by engendering thoroughness, clarity, and coherence within champion scholarship. This was done by conducting the first comprehensive, critical yet insightful review of the champion literature within the organizational sciences using content analysis to re-conceptualize champions and develop a meaningful typology from which the field can be advanced. The chapter first suggests a return to Schön (1963) as the basis from which to conceptualize champions and, second, offers a typology consisting of 10 meta-champions of organizational change and development – Collaboration, Human Rights, Innovation, Product, Project, Service, Strategic, Sustainability, Technology, and Venture Champions – from which change practice and future research can benefit.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78756-351-3

Keywords

Article
Publication date: 1 June 1993

W. Warner Burke, Allan H. Church and Janine Waclawski

Suggests that change is inherent in contemporary organizationalexperience, and its management is not only critical to organizationalsuccess but it is also at the centre of the…

1148

Abstract

Suggests that change is inherent in contemporary organizational experience, and its management is not only critical to organizational success but it is also at the centre of the field of organization development (OD). Describes the results of a survey of 357 OD practitioners regarding their knowledge and understanding of important aspects of organizational change. Based on a comparison of the survey data collected with previous research, demonstrates that this group of presumed “change experts” is, in fact, more knowledgeable in most areas about the application and process of organizational change than their managerial and executive counterparts. Presents further analyses that serve to highlight different areas of knowledge and application of change management techniques with respect to various respondent characteristics, e.g. internal versus external status, number of years of experience in the field, etc. Concludes with a call for reflection regarding the results obtained and continued research in this area.

Details

Leadership & Organization Development Journal, vol. 14 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 27 May 2014

Ingo Stolz

This study aims to analyze how organization development (OD) practitioners develop corporate citizenship for the purpose of increasing their organization’s capacity to practice…

Abstract

Purpose

This study aims to analyze how organization development (OD) practitioners develop corporate citizenship for the purpose of increasing their organization’s capacity to practice corporate citizenship. Research shows that very few corporations have the organizational capacity to practice corporate citizenship. Evidence exists that ever more corporations adopt programs of corporate citizenship development to increase this capacity. However, there still is a general lack of a strategic understanding of how corporate citizenship development occurs. The potential of OD frameworks and tools for developing corporate citizenship have been highlighted. Nevertheless, how OD practitioners develop corporate citizenship has not been studied empirically so far.

Design/methodology/approach

A sociomaterial case study design was used. The work of six OD practitioners when developing corporate citizenship in one of the largest pharmaceutical corporations was studied over several months, based on interviews, observations and document analyses.

Findings

The findings presented offer model practices of corporate citizenship development, in the form of five core strategies and five core behaviors that increase an organization’s capacity to practice corporate citizenship.

Research limitations/implications

With this study, the notion of corporate citizenship development has become established as a distinct research area. The study might encourage further research in this important niche area.

Practical implications

The findings have direct practical implications for at least seven different stakeholder groups.

Originality/value

The findings shed new light on both the epistemological and practical foundations of the concept of corporate citizenship, and hint to a new role of the fields of OD and human resource development in the twenty-first century.

Details

European Journal of Training and Development, vol. 38 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

Book part
Publication date: 10 August 2018

Allan H. Church, Lorraine M. Dawson, Kira L. Barden, Christina R. Fleck, Christopher T. Rotolo and Michael Tuller

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be…

Abstract

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.

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