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Journal articles on the topic 'Organizational Development (OD)'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Khan, Jamal. "Probing Organization Development." Vision: The Journal of Business Perspective 1, no. 2 (1997): 55–62. http://dx.doi.org/10.1177/09722629x97001002006.

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For organization development (OD) to realize its full potential, gain more acceptance, secure greater institutionalization and make practical and ongoing problem-solving contribution, the paper points to the need for a more grounded, integrated, incremental, manageable and attainable approach. The paper posits that the theoretical idealization of OD as a full-fledged, alternative organizational form takes time and effort away from more workable and achievable tasks, viz. integrating OD formulations into ongoing organizational activities, absorbing OD into varied organizational settings, learni

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2

Piotrowski, Chris, Stephen J. Vodanovich, and Terry Armstrong. "THEORETICAL ORIENTATIONS OF ORGANIZATIONAL DEVELOPMENT PRACTITIONERS." Social Behavior and Personality: an international journal 29, no. 3 (2001): 307–12. http://dx.doi.org/10.2224/sbp.2001.29.3.307.

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The aim of this study was to systematically survey the use of various theoretical approaches by OD practitioners. To this end, members of the International Registry of Organization Development Professionals were surveyed. The results were based on questionnaire data from 58 OD consultants with an average of 17.3 years' experience. The theoretical approaches of Schein, Lewin, Weisbord, Argyris, and Maslow were, in rank order, the most frequently endorsed. The findings indicate that OD practitioners are largely eclectic in orientation and stress both micro and macro theoretical viewpoints in the

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Mishra, Dr Sukanta. "Welcome to The World of OD: The Reinvented Organization Development & Organizational Development." International Journal for Research in Applied Science and Engineering Technology 12, no. 6 (2024): 2133–40. http://dx.doi.org/10.22214/ijraset.2024.63455.

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Abstract: Since Tomorrow’s World is different from Today’s World, the Reinvented Organization Development, is very much essential for the Organizations in all over the World. The purpose of this study is to focus on the reinvented OD (Organization Development & Organizational Development) as evidence-based scientific & sense-making new approaches, which helps Organizations more effective, adaptive to change by developing, improving and reinforcing the strategies, structures & processes. The Reinvented OD improves organization's capacity, handle its internal and external functioning

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Hasyim, Hasyim, and Muhammad Bakri. "The Impact of Organizational Development Initiatives on Business Performance." Paradoks : Jurnal Ilmu Ekonomi 6, no. 4 (2023): 248–63. http://dx.doi.org/10.57178/paradoks.v6i4.848.

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This study investigates the impact of Organizational Development (OD) initiatives on business performance, addressing gaps in understanding how OD affects various performance dimensions in the short and long term. A qualitative approach through a comprehensive literature review was employed, utilizing thematic analysis and narrative synthesis to explore the effectiveness of OD initiatives such as training, leadership development, and change management across different organizational contexts. The analysis reveals that OD initiatives significantly enhance employee engagement, productivity, and

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Islam, Rafaqat, Khalid Mahmood Shafi, and Sarfraz Hussain Ansari. "Grid organization development – A route to organizational excellence." Social Sciences Spectrum 4, no. 1 (2025): 401–15. https://doi.org/10.71085/sss.04.01.227.

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The pursuit of organizational excellence has been a central concern since the rise of industrialization, gaining prominence during and after World War II. Grid Organization Development (Grid OD), developed by Blake and Mouton, is a theory-centered approach that aims to maximize organizational effectiveness through structured interventions. This article explores the principles of Grid OD, contrasting it with technique-centered and process-centered OD approaches. Grid OD is grounded in the Managerial Grid model, which categorizes leadership styles based on concerns for production and people. Thr

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Domoinalalaina, Andonirina Felana, and Andrianiony. "Impact of FDI on Organizational Development in Madagascar." International Journal of Management Sciences and Business Research 5, no. 10 (2016): 01–13. https://doi.org/10.5281/zenodo.3466143.

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The spectacular growth of FDI flow over the world has consistently become an attractive subject. FDI is considered an important element to fill the gap in job creation and promotion, and knowledge transfer to the host country. Recently however, policies and accompanying incentives to attract FDI have become questionable. This paper has considerably reviewed available literature on FDI and juxtaposed how organizations in Madagascar can benefit from FDI inflow. This research is considered descriptive in nature and made use of secondary. The interdependencies between FDI and OD were econometrical

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Ali, Abbas J. "Organizational development in the Arab world." Journal of Management Development 15, no. 5 (1996): 4–21. http://dx.doi.org/10.1108/02621719610117213.

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The Arab world has been a centre of international attention since the discovery there of oil in the early 1990s. Issues related to Arab management styles, practices and work orientations are neither known nor understood outside the region. Cross cultural negotiations and organization development activities are therefore carried out less effectively than they otherwise could be. Addresses the application of organizational development (OD) in the Arab world, specifies the peculiarity of the change process in the Arab world, and identifies certain societal qualities and their implications for OD

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"The Essence Of Reinvented OD: A Study On Organization Development & Organizational Development." IOSR Journal of Business and Management 26, no. 11 (2024): 01–07. https://doi.org/10.9790/487x-2611140107.

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Welcome to the World of Reinvented OD. Kurt Lewin (1947), the founding father of OD, played a key role in the evolution. Everyone comes with multiple experiences in organizations—from your family to your schools; churches, synagogues, temples, and mosques; workplaces; charitable organizations; government agencies; sports teams; social clubs; labor unions; and so on. Some of the experiences have probably been positive, while some have probably been negative. That’s the nature of the world in which we live. In today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) World, businesses undergo r

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Kumar, Pankaj. "Linking Performance Management Systems (PMS) With Organizational Development (OD)." International Journal of Social Ecology and Sustainable Development 13, no. 1 (2022): 1–11. http://dx.doi.org/10.4018/ijsesd.315316.

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The relationship between human resource practices and organizational performance has been extensively researched throughout the year. Performance management has been recognized as the most important tool and critical component of HR practices for an organization. In literature, the outcome is blurring the relationship between the performance management system and organizational development. On this basis, this study is going to establish a relationship between the performance management system (PMS) and organizational development (OD) in the manufacturing sector in India. The data have been ev

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N. Khattak, Asmat, Abdullah M. Bindawas, and Muhammad Imran Khan. "Classification of Organizational Development Interventions: An Exploratory Literature Review." Journal of Asian Development Studies 12, no. 4 (2023): 73–85. http://dx.doi.org/10.62345/jads.2023.12.4.5.

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Organizations need contemporary strategies to deal with the "polycrisis" corporate environment. Organization Development (OD) interventions offer solutions to address current and future challenges. However, there is still "ambiguity" in OD interventions for students, academics, and business planners in Saudi Arabia and Pakistan. The study aims to classify OD interventions based on the types of performances they demonstrate to remove the "ambiguity." We conducted an exploratory literature review study to explore the phenomenon. We classified OD interventions, with examples, into four different

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Jung, Ki-Sup, Hae-Soo Song, and Seok-Young Oh. "Integrated Literature Analysis on AI, Organizational Development and Organizational Learning." Korean Human Resource Development Strategy Institute 20, no. 1 (2025): 161–86. https://doi.org/10.21329/khrd.2025.20.1.161.

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This study aims to analyze the impact of artificial intelligence (AI) technology on organizational development (OD) and organizational learning (OL) from an educational perspective in the era of the Fourth Industrial Revolution. The study comprehensively reviews existing AI-related literature in the field of organizational development and organizational learning to analyze its effectiveness. A total of 36 relevant academic papers were selected through keyword searches in domestic and international academic databases using both Korean and English search terms related to AI, OD and OL. The selec

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Cameron, Kim. "Responses to the Problem of OD Stagnation: A Tribute to Warner Burke." Journal of Applied Behavioral Science 56, no. 4 (2020): 462–81. http://dx.doi.org/10.1177/0021886320953852.

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As our most qualified inspector, sage, and futurist for organizational development (OD), Warner has set the standard for what great organizational change and development should be. He has recently accused the field of being stagnant and in need of new approaches to organizational change. In his view, there has been no innovation in OD since appreciative inquiry was introduced in 1987. This article takes seriously Warner’s challenge and discusses positive organizational scholarship (POS) as a step forward in innovative OD scholarship. POS highlights some phenomena that have largely been overloo

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Saima Aftab and Dr. Ajmal Waheed. "Proactive Employee Behaviors and Organizational Development: The Role of Self-Efficacy as a Moderator." Research Journal of Social Sciences and Economics Review (RJSSER) 2, no. 1 (2021): 232–43. http://dx.doi.org/10.36902/rjsser-vol2-iss1-2021(232-243).

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Organizational development is the key to success depending highly on the behaviors of individuals working within. This study has tested the impact of two types of proactive behaviors i.e., proactive problem solving (PPS) and proactive idea implementation (PII) on organizational development. The self-efficacy of employees is taken as a moderator on the direct relationship of PPS and PII with organizational development (OD). Data is collected from managerial employees of manufacturing organizations in Rawalpindi, Islamabad, and KPK region in Pakistan, through self-administered survey questionnai

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Shonhiwa, Dr Caxton. "Organisational Development (OD): A Systems Wide Change Strategy." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 4, no. 3 (2018): 28–30. http://dx.doi.org/10.36344/ccijhss.2018.v04i03.002.

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Although the field of OD is broad, it can be differentiated from other systems of organizational change by its emphasis on process rather than problems. Indeed, traditional group change systems have focused on identifying problems in an organization and then trying to alter the behavior that creates the problem. OD initiatives focus on identifying the behavioral interactions and patterns that cause and sustain problems. Then, rather than simply changing isolated behaviours, the OD process aims at creating a behaviourally healthy organization that will naturally anticipate and prevent problems.

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Alhelal, Maryam Jassim, and Nadia Abdelhamid Abdelmegeed Abdelwahed. "Bolstering a potent organizational development through electronic human resources in private business." Corporate and Business Strategy Review 5, no. 1, special Issue (2024): 382–93. http://dx.doi.org/10.22495/cbsrv5i1siart12.

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In the present era, developing companies has become a massive challenge for human resource management. In this way, the present study examines the effect of electronic human resources (E-HRM) implementation on organizational development (OD) private sector businesses in the eastern province of Saudi Arabia. The researchers followed well-known scholars like Atallah (2016) and Sehgal and Nanda (2023) and based the study on quantitative methods, which collected cross-sectional data from administrative and management workers. The study utilized 323 valid samples to conclude the investigation. Usin

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Khattak, Dr Asmat N., Ahmad Mujtaba Sial Sial, and Fatima Faisal. "The Organization Development (OD) Models: The Benefits and Implication for Organizational Performance: Literature Review." ACADEMIA International Journal for Social Sciences 4, no. 1 (2025): 1233–46. https://doi.org/10.63056/acad.004.01.0189.

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Organizational performance is a crucial and noteworthy strategic challenge. The business owners, strategic partners, and organizations applying processes and strategies into place to boost organizational performance. Optimizing performance requires the implementation of OD interventions and models. OD interventions seek to increase a company's capacity to accomplish its goals and objectives by enhancing overall efficiency and effectiveness. Experts developed many OD models. This exploratory research study gathered, combined a list of the diverse OD models and presented them to academics, stude

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Tapales, Elisa. "Leadership Styles and Competencies of Leaders in Implementing Organizational Development (OD) Interventions in a State University: A Correlational Study." Psychology and Education: A Multidisciplinary Journal 33, no. 10 (2025): 1165–75. https://doi.org/10.70838/pemj.331006.

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Organizational Development (OD) Interventions rely on the leadership styles of the university leaders.  This underscores the innovative mind and efficiency of making the aims and objectives of the organization a reality, especially if there are changes. When there are changes in the administration, emerging challenges are identified that can compromise an organization's operations. This gap gained limited attention in the literature, which makes the researcher interested. This study assessed the leadership styles and competencies needed to implement organizational development (OD) interve

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Suresh, Vasanthi, and Lata Dyaram. "Towards a confluence: disability inclusion and organizational change." Journal of Indian Business Research 12, no. 4 (2020): 625–44. http://dx.doi.org/10.1108/jibr-03-2019-0068.

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Purpose Despite increased attention towards workplace disability in global and local development agenda, mainstream inclusion of persons with disability continues to be a challenge for most organizations. This paper aims to explore how organizations can be facilitated for adapting to the need and responsibility for change, towards evolving into disability inclusive workplaces. Design/methodology/approach This paper uses an inter-domain approach by linking organization change and development models to Indian indigenous disability management literature. Findings This review indicates that in com

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Dubrow, Andrea, Donna M. Wocher, and Michael J. Austin. "Introducing Organizational Development (OD) Practices into a County Human Service Agency." Administration in Social Work 25, no. 4 (2001): 63–83. http://dx.doi.org/10.1300/j147v25n04_04.

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Tapales, Elisa. "Leadership Styles and Competencies of Leaders in Implementing Organizational Development (OD) Interventions in a State University: A Correlational Study." Psychology and Education: A Multidisciplinary Journal 33, no. 10 (2025): 1165–75. https://doi.org/10.70838/pemj.331006.

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Organizational Development (OD) Interventions rely on the leadership styles of the university leaders. This underscores the innovative mind and efficiency of making the aims and objectives of the organization a reality, especially if there are changes. When there are changes in the administration, emerging challenges are identified that can compromise an organization's operations. This gap gained limited attention in the literature, which makes the researcher interested. This study assessed the leadership styles and competencies needed to implement organizational development (OD) interventions

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21

Patangia, Bishal, and Vijaya R. "Unpacking the Past and Charting the Future: A Comprehensive Review of Organizational Development Trends and Predictions." Ushus Journal of Business Management 22, no. 2 (2023): 1–14. http://dx.doi.org/10.12725/ujbm.63.1.

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The current study is a comprehensive review that provides an overview of recent trends in Organizational Development (OD) over the past five years (2018-23) based on empirical evidence. The study analyzes the identified trends, key concepts, and theories, and their impact on the OD field. The major trends in OD identified include strategic agility, learning and development, digital transformation, effective leadership, engagement and well-being, and fostering inclusivity and diversity. The study highlights the underlying theories and approaches that have influenced these trends. The findings s

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Shimoni, Baruch. "Bringing Agency and Social Structure Back Into Organization Development: Toward a Practice of Habitus Consulting." Journal of Applied Behavioral Science 54, no. 2 (2017): 208–25. http://dx.doi.org/10.1177/0021886317748935.

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Using my consulting experience, I offer a practical perspective to problem solving in organization development (OD) interventions, defined as “habitus-oriented consulting” (HOC). Building on Bourdieu’s action theory, HOC frames organizational problems neither only as psychological phenomena derived from individuals’ psychological dispositions, nor only as structural phenomena derived from the social context (defined here as individual and systemic orientations), as mainstream OD often defines them. Instead, HOC frames organizational problems as sociological phenomena, derived from individuals’

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Koen, Susan L. "“Shiftwork Solutions: A Systems Perspective”." Proceedings of the Human Factors Society Annual Meeting 32, no. 13 (1988): 775–76. http://dx.doi.org/10.1518/107118188786762289.

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This paper presents both a process and a starting point for resolving the many complex problems associated with shiftwork. The author argues that an organizational development (OD) framework is required to diagnose shiftwork consequences and design effective interventions. Moreover, the paper reveals that the appropriate starting point for a shiftwork OD intervention is management education aimed toward the establishment of an organizational culture which values “off-shift” personnel.

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Perlaki, Ivan. "Organizational Development in Eastern Europe: Learning to Build Culture-Specific OD Theories." Journal of Applied Behavioral Science 30, no. 3 (1994): 297–312. http://dx.doi.org/10.1177/0021886394303003.

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Aguiar, Ana Carolina, and Maria José Tonelli. "Dialogic Organization Development and Subject–Object Dualism: A Social Constructionist Perspective on Dialogic Methods in an Organizational Context." Journal of Applied Behavioral Science 54, no. 4 (2018): 457–76. http://dx.doi.org/10.1177/0021886318796491.

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This research explores the meanings that facilitators and sponsors working with Dialogic Organization Development (Dialogic OD) in the Brazilian context assign to their practices, using a social constructionist approach. Findings support the premise that Dialogic OD means more than just the application of methods and includes central metaphors used by participants to describe their practices. These metaphors suggest that “taken for granted” assumptions associated with a subject–object dualism may lead practitioners to reproduce nondialogical relations; however, when such assumptions are cast i

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Parameswaran, Hima. "Echoes on Organizational Development Implications: A Roadmap to Business Excellence." International Journal of Professional Business Review 8, no. 9 (2023): e03388. http://dx.doi.org/10.26668/businessreview/2023.v8i9.3388.

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Purpose: This article proposes a model for Organizational Development (OD), and how this model can impact the entire system’s strategy, structure, and practices. To implement strategies and processes that lead to organizational effectiveness, OD applies and transfers knowledge from behavioral science. Theoretical framework: Rather than emphasizing how methods must be done, OD focuses on forecasting and application for an adaptive system. The planning process gathers information to detect organizational issues and accordingly resolve them through flexible methods. This allows signs of progress

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Scharmer, Otto. "In Memory of Ed Schein:." Journal of Awareness-Based Systems Change 3, no. 1 (2023): 9–16. http://dx.doi.org/10.47061/jasc.v3i1.6272.

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Edgar H. Schein, Sloan Fellow professor of management emeritus at MIT, passed away on January 26, 2023, at the age of 94. Ed had an enormous impact on organizational development (OD), on Theory U, and on my life. Schein wrote dozens of books on social science subjects, including career dynamics, organizational culture, leadership, process consulting, and group dynamics. He is one of the most important founding fathers of organizational development (OD). Ed’s insights on how to engage in any kind of helping relationship made him my most important teacher in terms of how to advise clients and en

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Méndez-González, J. Emilio, Liliana Álvarez-Loya, Enrique Guzmán-Nieves, and Héctor Terrazas-Valenzuela. "Successful Public Management, Factors that Improve it." International Journal of Trend in Scientific Research and Development 5, no. 1 (2020): 1596–602. https://doi.org/10.5281/zenodo.4914731.

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<strong>Abstract:</strong> This research focuses on an analysis of factors focused on the analysis of the needs of public entities of the three levels of government in the provision of public services demanded by citizens. Through the analysis of current Public Management (PM), it is intended to establish proposals for improvement through Organizational Development (OD), in the field of public services; to generate with this concepts focused on the application of this OD in mainly public activities, to merge the benefits of the principle of efficiency towards the public, generating an Efficien

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Піддячий, Володимир. "PROFESSIONAL AND PERSONAL DEVELOPMENT OF ACADEMIC STAFF: ORGANIZATIONAL AND MANAGERIAL ASPECTS." ОСВІТА ДОРОСЛИХ: ТЕОРІЯ, ДОСВІД, ПЕРСПЕКТИВИ 26, no. 2 (2024): 112–23. https://doi.org/10.35387/od.2(26).2024.112-123.

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The article examines the organizational and managerial aspects of the professional and personal development of academic staff. It highlights the need for effective planning and optimal time management due to the fast-paced dynamics of modern society, the importance of acquiring new knowledge and innovative technologies, and evolving labor market demands. Emphasis is placed on the idea that professional and personal development of academic staff represents a type of productive work, serving as a foundation for sustaining one’s livelihood. Productive work enables academic staff to express themse

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Bazigos, Michael N., and W. Warner Burke. "Theory Orientations of Organization Development (OD) Practitioners." Group & Organization Management 22, no. 3 (1997): 384–408. http://dx.doi.org/10.1177/1059601197223005.

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Theodore, John. "Sufficient Organizational Size as a Prerequisite to Adequate Organizational Structure and Process." Science Journal of Business and Management 13, no. 2 (2025): 114–17. https://doi.org/10.11648/j.sjbm.20251302.16.

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This article presented information to demonstrate that sufficient organizational size leads to the formation of adequate organizational structure with hierarchal levels and departmentalization. The hierarchy and departmentalization precipitate the formation of organizational process which include the development of the chain and unity of command, span of control, and delegation (empowerment) all of which lead to organizational development. The author in this article demonstrated that sufficient organizational size (capacity) leads to the formation of adequate organizational structure with hier

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Nawaz Khattak, Asmat, Abdul Karim, and Afzal Mahmood. "Impact of Structural OD Interventions on Organizational Performance in Pakistan: A Mixed Methods Explanatory Sequential Research Approach." Journal of Asian Development Studies 13, no. 4 (2024): 810–29. https://doi.org/10.62345/jads.2024.13.4.66.

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This mixed methods explanatory sequential research study investigated the impact of structural OD interventions on organizational performance. We used a stratified random probability technique for a quantitative analysis to select 800 firms from those listed with the Securities and Exchange Commission of Pakistan (SECP). We employed SPSS to conduct the regression analysis and calculated values of regression coefficient β, t-statistic, and p-values, adjusted R2 and F-statistic. We conducted the mediation analysis and Sobel and Goodman tests to confirm the mediation among variables. The confirma

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Chattopadhyay, Gouranga. "Centrality of Primary Task in Organization Development." Management and Labour Studies 44, no. 3 (2019): 285–302. http://dx.doi.org/10.1177/0258042x19852448.

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The idea of organization development (OD) was introduced in India through the work of behavioural scientists working with the technology of sensitivity training (T-Group). In their work, task, perhaps the most important structure of an organization, was ignored which led to focus on creating happy and docile organizational personnel. The approach of social scientists based on Wilfred Bion’s path-breaking work, which led to the development of what came to be known as the work based on the Tavistock framework that focused on creating conditions for the personnel to manage their relationship with

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Alnsour, Ahmad Suliman, Omar Ali Kanaan, Maimar Salah, Leen Alfayyad, Yara Hijazi, and Dana Alsharif. "The impact of implementing AI in recruitment on human resource management efficiency and organizational development effectiveness." Journal of Infrastructure, Policy and Development 8, no. 8 (2024): 6186. http://dx.doi.org/10.24294/jipd.v8i8.6186.

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This study investigated the utilization of Artificial Intelligence (AI) in the Recruitment and Selection Process and its effect on the Efficiency of Human Resource Management (HRM) and on the Effectiveness of Organizational Development (OD) in Jordanian commercial banks. The research aimed to provide solutions to reduce the cost, time, and effort spent in the process of HRM and to increase OD Effectiveness. The research model was developed based on comprehensive review of existing literature on the subject. The population of this study comprised HR Managers and Employees across all commercial

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Mosan, James. "Digital Change and Organizational Development: Views from the Public Sector in Papua New Guinea." South Pacific Journal of Psychology 16 (2005): 48–58. http://dx.doi.org/10.1017/s0257543400000079.

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AbstractThis study explores the potential of Internet-based technology to change the nature of work in the civil service sector in Papua New Guinea (PNG, specifically to contribute towards Organisational Development (OD). Immediately following and one year after an awareness-raising civil service conference on computer-mediated communication and its potential to help develop the workplace, 23 PNG public sector employees who had attended the conference responded to a range of closed and open-ended attitude questions regarding Information and Communication Technologies (ICTs). On balance, they r

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Kuna, Shani, and Ronit Nadiv. "Divided we stand? Occupational boundary work among human resource managers and external organization development practitioners." Employee Relations 40, no. 5 (2018): 848–67. http://dx.doi.org/10.1108/er-07-2017-0160.

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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

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Randolph, W. Alan, and David F. Elloy. "How Can OD Consultants and Researchers Assess Gamma Change? A Comparison of Two Analytical Procedures." Journal of Management 15, no. 4 (1989): 633–48. http://dx.doi.org/10.1177/014920638901500411.

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Evaluation of organizational development (OD) interventions, especially with regard to gamma change, is criticalfor both OD practitioners and researchers. Yet how to assess gamma change has not been adequately resolved. An 18-month field study of an OD intervention was used to explore empirically two alternative procedures for assessing gamma change-namely the methods of Golembiewski, Billingsley and Yeager (1976b) as compared to a modification of the methods of Terborg, Howard, and Maxwell (1980). Results suggest important differences between the methods and these differences are explored in

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Margulies, Newton, and Amy Krull. "The Impact Of Static Core Values On O.D. Theory And Practice." Journal of Applied Business Research (JABR) 3, no. 3 (2011): 112. http://dx.doi.org/10.19030/jabr.v3i3.6521.

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The purpose of this paper is to make an assessment of the field as it currently stands in order to raise the level of awareness of those directly involved with OD (organizational development). To achieve this, our analysis will demonstrate that an important aspect of OD seems to be excluded from the body of critical literature, i.e., the impact of static core values on ODs ability to change.

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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and eme

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Sementelli, Arthur Jay. "OD, change management, and the a priori: introducing parrhesia." Journal of Organizational Change Management 29, no. 7 (2016): 1083–96. http://dx.doi.org/10.1108/jocm-12-2015-0234.

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Purpose The purpose of this paper is to introduce a Foucauldian concept into the theory and practice of OD and change management. The piece challenges Habermasian a priori assumptions about organizational diagnosis and intervention. Design/methodology/approach This is a conceptual paper. Findings Literature points to the benefit of considering the possibility of parrhesiastic behavior in change management and organization development as part of a broader set of diagnostic tools. Research limitations/implications Future research should engage in practice driven test cases, interview practicing

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Ms., Priyanka Sharma. "IMPORTANCE OF QUALITY OF WORK LIFE AND JOB SATISFACTION IN INDIAN INDUSTRIES." International Journal of Marketing & Financial Management 5, no. 11 (2017): 01–11. https://doi.org/10.5281/zenodo.10816342.

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<strong>ABSTRACT</strong> The “quality of life is gaining increasing attention by organizations. Quality of life encompasses the sum total of healthy experiences that individuals experience in the various facets of their life. A big component of the quality of life is the quality of life experienced by organization members, at the work place. The quality of working life is particularly important and worthy of investigation since individuals do not compartmentalize their lives but carry over their satisfaction or dissatisfaction experienced at work where they spend the major part of their

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John, Edward Jarvis DBA. "Succession Planning for an Organization." International Journal of Business Management and Technology 3, no. 6 (2023): 222–30. https://doi.org/10.5281/zenodo.7659703.

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This paper presents a proposed conceptual model for creating and implementing an organizational succession plan based on the resource-based view of the firm (RBV) theory. The proposed model should provide organizational and human resources leaders, as well as organizational development (OD) practitioners with the ability to develop the organization’s internal leadership pool as a driver of competitive advantage. This proposed conceptual model bridges a gap in literature related to talent management frameworks, as well as defining a succession plan for an organization and the subsequent l

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Hermogenes B. Dipasupil, Gina D. Bonifacio. "Exploring Barriers to the Adoption of Competency Assurance Management Systems (CAMS) and Organizational Development (OD) Initiatives in Batangas-Based Industries." Journal of Information Systems Engineering and Management 10, no. 18s (2025): 432–45. https://doi.org/10.52783/jisem.v10i18s.2930.

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This study, titled "Exploring Barriers to the Adoption of Competency Assurance Management Systems (CAMS) and Organizational Development (OD) Initiatives in Batangas-Based Industries," examines the barriers to implementing a Competency Assurance Management System (CAMS) in Batangas-based industries, where the (CAMS) system has not yet been introduced here in the Philippines. The research aims to identify challenges and propose solutions for successful CAMS adoption, especially in light of the 2023 World Economic Forum’s "Future of Jobs" report, which predicts that 80% of companies in the Philip

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Ahmadi, Masoud, Fahimeh Baei, Seyyed-Mahmoud Hosseini-Amiri, Alireza Moarefi, Taghrid S. Suifan, and Rateb Sweis. "Proposing a model of manager's strategic intelligence, organization development, and entrepreneurial behavior in organizations." Journal of Management Development 39, no. 4 (2020): 559–79. http://dx.doi.org/10.1108/jmd-11-2018-0317.

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PurposeThe main purpose of this article is to examine the relationship among the manager's Strategic Intelligence (SI) with Organization Development (OD), and Entrepreneurial Behaviour (EB) in governmental agencies in underdeveloped countries.Design/methodology/approachTo fulfill the purpose of this study, 274 staff were selected from a population of 480 based on stratified sampling. Descriptive and inferential statistics (including the measurement methods, KMO, Bartlett, Durbin–Watson, and path analysis tests) were performed by using SPSS22 software and Lisrel 8.5.FindingsBased on the results

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Prof., Nyakora Musa O. (. PhD MKIM MIHRM AKISM SHRM GIODN)*. "DEVELOPMENTAL MODELS THAT FACILITATE THE DEVELOPMENT OF OD SYSTEMS TO IMPROVE OR CHANGE SOCIO-CULTURAL SYSTEMS THROUGH UTILIZATION OF VALID KNOWLEDGE TO DEPICT SOME PHENOMENON." INTERNATIONAL JOURNAL OF RESEARCH SCIENCE & MANAGEMENT 5, no. 2 (2018): 25–36. https://doi.org/10.5281/zenodo.1168820.

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Organizational development (OD) is planned change in an organizational context. Planned charge according to Bennis is: "the conscious deliberate and collaborative effort to improve the operations of a human system whether it be a self-system, social system, or cultural system, through the utilization of valid knowledge." The development of models of planned change is known to have facilitated the development of OD. Models and theories that depict, in words or pictures, the important features of some phenomenon, describe those features as variables and specify the relationships among

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Graham, Wayne. "Developing organizations: a system of enquiry, action and learning." Development and Learning in Organizations: An International Journal 31, no. 1 (2017): 12–14. http://dx.doi.org/10.1108/dlo-03-2016-0023.

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Purpose This paper aims to demonstrate the applicability of an action learning model to improve organizational outcomes. Design/methodology/approach This paper extends previous work by applying the system of enquiry, action and learning (SEAL) model using an action research methodology to a small business operating in the health services industry. Findings The SEAL model is a useful approach to introduce small business practitioners to the principles of organizational development (OD). Research limitations/implications The application is limited to one small business, and subsequent studies co

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Verba, Veronika, Sofiia Borysenko, and Olha Sakhno. "EVOLUTION AND CONCEPTUAL FOUNDATIONS OF THE FORMATION OF ORGANIZATIONAL DESIGN OF ENTERPRISES." Strategy of Economic Development of Ukraine, no. 55 (December 28, 2024): 25–37. https://doi.org/10.33111/sedu.2024.55.025.037.

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The article is dedicated to the evolution of organizational design concepts, reflecting changes in the theory and practice of organizational management. It examines the development of approaches from classical bureaucratic models to modern adaptive structures that consider digitalization, innovation, and flexibility. The research aims to clarify the essence, principles, and stages of organizational design formation and the evolution of its models in the context of enterprise development within a growing, dynamic environment. The article systematizes the main approaches to organizational design

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Marshak, Robert J., and Gervase R. Bushe. "A Compelling Beginning and More to Uncover." Journal of Applied Behavioral Science 58, no. 1 (2021): 149–52. http://dx.doi.org/10.1177/00218863211060884.

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The article by Hastings and Schwarz, Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development (OD), deserves close review by scholars and practitioners. Their research supports arguments that OD approaches can be meaningfully categorized as diagnostic or dialogic and that differences in those approaches have significant implications for organizational change success rates. Concerns about how one assesses a leader's mindset and counterpoints to the conclusion that oscillation between diagnostic and dialogic approaches is always associated w

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Kim, Woocheol, Jiyoung Kim, Heajung Woo, et al. "The Relationship Between Work Engagement and Organizational Commitment: Proposing Research Agendas Through a Review of Empirical Literature." Human Resource Development Review 16, no. 4 (2017): 350–76. http://dx.doi.org/10.1177/1534484317725967.

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Work engagement and organizational commitment are among the most studied topics in a range of fields, including human resource development (HRD) and organization development (OD). The value of such work is evident in the direct influence of work engagement and organizational commitment on employee well-being and organizational performance. However, scholars have divergent perspectives on the relationship between these two concepts. While some studies have examined work engagement as a precursor to organizational commitment, others have investigated work engagement as an outcome of organization

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Segal, Morley, and Jeff Fishel. "Laboratory Education in Political Science and Public Administration." News for Teachers of Political Science 53 (1987): 8–11. http://dx.doi.org/10.1017/s0197901900000337.

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In the past 25 years, an old social science task — management training and education for the public and private sectors — has spawned a variety of innovative approaches and created a new educational speciality. This new field, usually labeled Human Resources Development (HRD) or Organizational Development (OD), challenges conventional political science and public administration education in a number of important respects. HRD in the 1980s reflects the convergence of two contemporary approaches to learning and management. The first stems from humanistic psychology and its various applications i

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