Organization leaders manage change through projects to realize specific expected benefits. Under Expectation-Confirmation theory, expected benefits can be used to judge the ongoing viability and final success of the project. Organization leaders often develop management controls to ensure that the expected benefits are defined to allow their use…

New forms of organization development are moving from a classical diagnostic perspective to a dialogic perspective. This move includes a focus on exploring positive states of organizing, shared aspirations, and the design of preferred futures as key outcomes of a strategic change process. Training and development that applies the elements of the…

Purpose: The purpose of this paper is to explore a successful case of a Chinese state-owned enterprise (SOE) as it applied western organization development (OD) approaches. Specifically, this study seeks to answer two questions: How has western organization development and change (OD/C) been applied in one Chinese SOE? and What lessons can be…

The purpose of this paper is to examine the performance of second tier UK universities in relation to the effectiveness of their knowledge management systems and involvement in open innovation. Data were acquired using a mail survey of academic staff in social science and business faculties in second tier institutions. The results indicate that…

Confronting the educational directives of high-stakes testing and accountability is achievable through inference and implementation of innovative change. Using the lens of learners as inquirers, teacher candidates designed and implemented action research projects to create alternate instructional strategies, management systems, and methods to…

Electronic knowledge repositories represent one of the fundamental tools for knowledge management (KM) initiatives. Existing research, however, has largely focused on supply-side driven research questions, such as employee motivation to contribute knowledge to a repository. This research turns attention to the dynamic relationship between the…

This integrative literature review synthesizes the concepts and process of organizational knowledge creation with theories of individual learning. The knowledge conversion concept (Nonaka & Takeuchi, 1995; Nonaka, Toyama, & Byosiere, 2001) is used as the basis of the organizational knowledge creation process, while major learning theories relevant…

Organizational learning (OL) is about how individuals collect, absorb, and transform information into organizational memory and knowledge. This case study explored how six high-technology firms in Taiwan chose OL as an organization development intervention strategy. Issues included how best to implement OL; how individuals, teams, and…

Purpose: The purpose of this paper is to set out an argument for a way to design, implement and manage IS with an emphasis on first, the learning that can be created through undertaking the approach, and second, the learning that may be created through using the IS that was implemented. The paper proposes joining two areas of research namely,…

Many distance training case studies identify distance training leadership as bottom-up, whereas much of the literature suggests a need for strategic, top-down approaches. With change management as an overarching framework, approaches to sustaining distance training that originate at different levels of the organization are explored. Special…

There is no question that organization development (OD) scholars and practitioners are confronted with new and increasingly complex challenges in helping their clients cope with a tidal wave of continuous change. The questions they face today focus on the impact of leadership, technology, globalization, and the new generations entering the…