Some cases of managers' resistance to learning may be explained in terms of the organizational structure in which they work and what these structures teach them. Organizational cultures may generate bonds of loyalty and group cohesion that interfere with attempts at training for change in management practice. (SK)

Examines the effects of a technology's implementation characteristics (its transferability, organizational complexity, and divisibility) on tactics managers use to implement an innovation, such as: involving users, managing sponsorship, and managing organizational change in concert with technical change. (SR)

Discusses the need for change in higher education and the problems that institutions are having in dealing with it. Discusses the change process and uses case studies to illustrate it. (JOW)

Unevenness in class conflict across unions affects which unions issue organizational demands, and interunion diversity in socioeconomic status affects which unions issue redistributive demands. (Author)

Case studies were conducted of computer integration in two workplaces: an interdepartment interface in a hospital and a shared maintenance management system in a processing plant. These effects were found: interfacing tightens control by altering the division of labor and increasing supervision; and a shared database does not change the division…

A review of 17 studies of high-performance work systems concludes that benefits of employee involvement, skill training, and other high-performance work practices tend to be greater when new methods are adopted as part of a consistent whole. (Author)

Surveys of companies involved in reorganization found that firms that establish workplace education programs and reorganize work report noticeable improvements in their employees' abilities and the quality of their products. (Author)

Cooperative Extension organizational values systems include personnel values, process values, and product (program) values. The values systems are the basis for making program decisions and a source of professional satisfaction if the values are congruent with beliefs. (SK)

Summarizes findings from an in-depth study of improvement efforts in Chicago elementary schools, drawing on case studies of over 25 school communities, analyses of administrative records, and survey data gathered from 400 principals and 12,000 teachers. Of the schools most in need of change, one-third have developed strong democratic participation…

Union efforts to increase representation of women in leadership include (1) strong policy commitment; (2) identification of factors/barriers affecting women's leadership; (3) intensified training; and (4) organizational/structural changes such as alteration of rules and adoption of quotas. (SK)

Senge states that knowledge-based organizations require distributed leadership based on philosophy, attitudes and beliefs, skills and capabilities, and tools (artifacts). McLagan replies that his assertions require deeper, more soulful reflection to bring the concept to life. (SK)

Notes that many companies want to reduce paper documentation necessary to support their products. Maintains that, if technical communicators are to avoid being downsized out of a job, they must build on their existing communication skills and move toward product design, helping to produce products so obvious that they need no manuals. (SR)

Reexamines human factors of human-machine systems from an individual and organizational behavior standpoint, particularly as they relate to library automation. Attitudes about automation, the successful introduction of change, the impact of automation on organizational structure, the impact on humans, and leadership within the human-machine system…

Substantive institutional change can only be accomplished by faculty and staff who have changed. The skills needed for that change must be learned. The college administrator charged with managing change can use knowledge of the people and systems involved to create conditions for constructive engagement of those affected by the change. (Author/MSE)

This and the next issue of "Organization Science" contain eight papers that deal with the process of organizational change. The five papers in this issue feature the theory of method and practice of researchers engaged in longitudinal field studies aimed at understanding processes of organizational change. (MLF)