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Organizational Change and Development: New Arenas for Inquiry and Action

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Organizational Change and Leadership Organizational Management and Change Appreciative Inquiry and Organizational Change

Abstract

The purpose of this review is to identify and explore new arenas of inquiry and action in the organizational change and development field. Recent developments are examined in seven categories: (a) refinement of change theories, (b) developments in research methodologies, (c) a new emphasis on strategic issues including strategic leadership and organizational transformation, (d) the role of OD in multinational firms, (e) development of the organizational culture construct, (f) the development and use of high performance-high commitment work systems, and (g) the use of OD approaches in social movements. Based on developments in these areas, the argument is advanced that the field is currently characterized by a renewed focus on changing whole systems and a wide breadth of progress cutting across theory, method, and practice.

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1993Organizational culture and leadership 1984Research in Organizational Behavior 1986Organizational Culture and Leadership 1983Sociological Paradigms and Organizational Analysis.2017Journal of Applied Psychology 1987The transformational leader 1988High-Involvement Management.1988Behavioral Norms and Expectations

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2011The Physical Environment of the Office: Contemporary and Emerging Issues 2014Time to Take Off the Theoretical Straightjacket and (Re-)Introduce Phenomenon-Driven Research 2015Beyond Lewin: Toward a Temporal Approximation of Organization Development and Change 2001THE SCIENCE AND PRACTICE OF TEAM DEVELOPMENT: IMPROVING THE LINK.1995The Role Justice Plays in Organizational Change 2013Reactions to organizational change from an individual differences perspective: a review of empirical research

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