A Methodological Critique of Fifty-Eight Selected Work Experiments

Cummings, Thomas G.; Molloy, Edmond S.; Glen, Roy

doi:10.1177/001872677703000802

Cited by 50 publications

(23 citation statements)

References 11 publications

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“…Campbell, 1969;Campbell & Stanley, 1966;Cummings et al, 1977;Duncan, 1981;Evans, 1975;Morrison, 1978;Posavac & Carey, 1980: Staw, 1980 …”

Section: Research Oesiqn and Meq'odoloqymentioning

confidence: 99%

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An Evaluation of Organization Development Interventions: A Literature Review

Boone¹

1983

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LMCC-TR-83-5Technical Reports prepared by the Leadership and Management 3evelonment Center (LMDC), Maxwell Air Force 3ase, Alabama, report a completed research project documented by literature review references, abstract and testing of hypotheses, whether stated or implied. Technical Reoorts are Intended-,primarily for use within the Air Force, but may be distributed to researchers outside the USAF, both military and civilian.The views and opinions expressed in this document represent the personal views of the author only, and should not in any -gay be construed to reflect any endorsement or confirmation by the Department of Defense, the Department of the Air Force, or any other agency of the United States Government.This report has been reviewed And cleared for open publication and/or public release by the approoriate Office of Public Affairs (PA) in accordance with AFR 190-17 and is releasabl~e to the National Technical Information center where it will be available to the general public, including foreign nations.This Technical Report has been reviewed and is approved for publication. On is a planned, systematic process of orqanizational change based on behavioral science technoloq,, research, and theory (Beckhard, 1969; Hellreiqel et al., 1973; Herrinqton, 1976). The practice of OD is aimed toward improving the quality of life for members of human systems and increasinq the institutional effectiveness of those systems (Alderfer, 1977; Herrinqton, 1976).With the organization functioninq below its capacity, it is the purpose of Of) to determine the ultimate causes of these undesirable symptoms and then to devise ways to eliminate or at least minimize the ca.ise(s) (Armenakis, Feild. & Holly, 1976). Eliminating the causes of undesirable symotoms, then, are tie objectives of each 0)0 intervention.Orqanization Developme-t :an be dfined as a sustained, ionq-range process of planned orqanizational change usina reflexive, self-analytic methods of i-noroving the functioning of an organizational system (Bennis, 1969; Campbell, Pownas, Peterson, & flunnette, 1974, Cook, Vq76: Miles & Schmuck, 1971) with emphasis on i:nprovement of an orlanization's problem solving and renewal processes with the assistance of a consultant or' "change agent" (F,ench & Bell, 1973). OD consultants help people do preventive maintenance on their relationships, problem solvinq abilities, and organizational structures, policies, and procedures (Weisbord, l9M1). Li0 E.S,,~~~~.4O0 places more emphasis than do other approaches (e.q., management development) on a collaborative process of data collection, diaqnosis, ani action for arrivinq at solutions to problems (Burke & Schmidt, 1970: Cook, 1976 Hellrieqel, 1973; Herrington, 1976). Improvement of a dysfunctional organizational state implicitly involves standards or criteria for optimal performance. Even thouqh what is considered to be optimal will differ from orqanization to orqanization, all OD efforts will be similar in attemptinq to identify these goals, objectives, and criteria for op...

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“…Campbell, 1969;Campbell & Stanley, 1966;Cummings et al, 1977;Duncan, 1981;Evans, 1975;Morrison, 1978;Posavac & Carey, 1980: Staw, 1980 …”

Section: Research Oesiqn and Meq'odoloqymentioning

confidence: 99%

“…External validity asks whether the experiment's findi-ngs can be generalized beyond the specific population, environment, and operational definitions of the independent and dependent variables used in the study (Cummings et al, 1977).. Campbell and Stanley (1966) have identified four threats to external val idity:…”

mentioning

confidence: 99%

An Evaluation of Organization Development Interventions: A Literature Review

Boone¹

1983

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“…In particular, unsuccessful change efforts are less likely to be published in the research and practitioner journals (Cummings et al, 1977).…”

Section: * References (Published and Unpublished) On Organizational Dmentioning

confidence: 99%

“…More elaborate experimental designs, reporting results less susceptible to artifacts caused by these factors, are considered more successful by academic standards (Pate et al, 1976;Srivasta et al, 1975;Cummings, Molloy, & Glen, 1977).…”

Section: 2mentioning

confidence: 99%

“…External validity refers tn the confidence with which the causal relationship identified can be "generalized beyond the specific population, environment and operational definitions of the independent and dependent variables used in the study" (Cummings et al, 1977). Statistical conclusion validity is a special case of internal validity and refers to the confidence that statistically significant findings (or the absence of any) are a relevant and accurate test of a causal hypothesis.…”

Section: Experimental and Quasi-experimentalmentioning

confidence: 99%

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