Organization Development in the 1980's

Sashkin, Marshall; Burke, W. Warner

doi:10.1177/014920638701300212

Cited by 87 publications

(68 citation statements)

References 49 publications

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“…It covers a broad set of concepts, methods, and discourses, united in the application of principles of behavioural psychology. In the past its breadth and qualitative methods have been criticised as insubstantial, based on conjecture, hence lacking rigour ( Sashkin & Burke, 1987), lacking substantiation (Weick & Quinn, 1999), and being fragmented (Buchanan et al, 2005). Others are more supportive of OD (e.g.…”

Section: Organisational Developmentmentioning

confidence: 99%

“…Ackoff, 1972), breadth added in the 1980's (e.g. Ackerman, 1986;Ackoff, 1981;Sashkin & Burke, 1987), and depth added from the 1990's (e.g. Hendry, 1996;Judson, 1991;Kotter, 1995Kotter, , 1998Orton & Weick, 1990;Weick & Quinn, 1999).…”

Section: Organisational Developmentmentioning

confidence: 99%

“…Key statements of the field include (Ackoff, 2003;Anderson & Ackerman-Anderson, 2010Heath & Heath, 2010;Kotter, 1995Kotter, , 2006Kotter & Rathgeber, 2006;Macrì, Tagliaventi, & Bertolotti, 2002;Pettigrew, Woodman, & Cameron, 2001;Plowman et al, 2007;Porter, 2006;Tsoukas & Chia, 2002). For literature reviews (see Armenakis & Bedeian, 1999;Becker, 2004;Buchanan et al, 2005;Cameron & Green, 2015;Kuipers et al, 2014;Oreg, Vakola, & Armenakis, 2011;Sashkin & Burke, 1987;Üsdiken, Kipping, & Engwall, 2011).…”

Section: Organisational Developmentmentioning

confidence: 99%

“…Complexity theories for emergent change challenge the assumption of linearity and instead propose constant change interacting through a network of feedback loops (Plowman et al, 2007). It is suggested that novelty can only emerge from such instability (Sashkin & Burke, 1987).…”

Section: Change Managementmentioning

confidence: 99%

“…Its purpose is to produce sustained continuous improvement, with the culture excellence sought after by emergent change proponents (Burnes, 2005;Sashkin & Burke, 1987;Tsoukas & Chia, 2002;Weick & Quinn, 1999). Much of the benefit or power of a lean business is attributed to its becoming this kind of dynamic, learning organisation (Hines et al, 2008;Liker, 2004).…”

Section: Lean Implementationmentioning

confidence: 99%

See 4 more Smart Citations

Defining Lean Change—Framing Lean Implementation in Organizational Development

Pearce¹,

Pons²

2017

IJBM

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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 emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications-Practitioners should not focus on isolated improvements, but foster change from within for a sustained transformation to become a lean learning organisation. Originality -This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

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Section: Organisational Developmentmentioning

confidence: 99%

Section: Organisational Developmentmentioning

confidence: 99%

Section: Organisational Developmentmentioning

confidence: 99%

Section: Change Managementmentioning

confidence: 99%

Section: Lean Implementationmentioning

confidence: 99%

See 3 more Smart Citations

Defining Lean Change—Framing Lean Implementation in Organizational Development

Pearce¹,

Pons²

2017

IJBM

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A Critical Review of Organization Development

Burnes¹

2013

The Wiley‐Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development

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Large‐scale organizational change and performance: An empirical examination

Waclawski

2002

Human Resource Dev Quarterly

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Current theories of large-scale organizational change (LSOC) were examined to develop an integrated framework for investigating the effects of LSOC on organizational performance. This framework was tested using survey data, financial measures, and customer service ratings collected in twenty-six different business units in the same organization. Results showed that organizations experiencing LSOC (1) performed better financially than organizations that experienced incremental change or no change/negative change, and (2) demonstrated significantly greater improvement in managerial competence. The implications of these results are discussed.In recent years, large-scale organizational change (LSOC) processes have become an increasingly popular area of inquiry in the fields of organizational behavior and organization development (for example, ). Despite the prevalence of such investigations, relatively little is understood or agreed on about the nature and measurement of LSOC (Ledford, Mohrman, Mohrman, and Lawler, 1989;Porras and Robertson, 1992;Robertson, Roberts, and Porras, 1993). The myriad different yet related names and definitions of largescale change processes-such as transformational change, revolutionary change, major change, fundamental change, and radical change-evidence this lack of agreement. As a result, efforts to integrate various change theories and processes, although relatively infrequent, have become increasingly desirable (Van de Ven and Poole, 1995). Therefore, in order to formulate a more comprehensive model for examining the phenomenon of change, more emphasis on the integration of established approaches seems warranted. To this end, this article presents and ultimately tests a new integrated model of large-scale

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Organization Development in the 1980's

Cited by 87 publications

References 49 publications

Defining Lean Change—Framing Lean Implementation in Organizational Development

Defining Lean Change—Framing Lean Implementation in Organizational Development

A Critical Review of Organization Development

Large‐scale organizational change and performance: An empirical examination

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